SEAN STANFIELD - Executive Agent Magazine

Southern California’S PubliCation for the real eState ProfeSSional 

EXECUTIVEAGENTTM 

MAGAZINE 

SEAN STANFIELD 

Executive Agent of the Month 

INSIDE FEATURES: 

EFFICIENT ESCROW 

Company Profile 

KATHLEEN MONROE 

Keller Williams Realty 

MING- LEE CHANG 

Laguna Woods Properties 

NEIL TORQUATO 

Ticor Title Company

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contents 

ExEcutivEAgEnt Magazine 

JANUARY, 2011 VOL. 3 NO. 1 

Cover Story 



30 

Efficient Escrow 

Company Profile 

16 

Kathleen Monroe 

Keller Williams Realty 

14 

Ming-Lee Chang 


5 

Editorials 

32 - Bill Brooks: 

The Role of Positive Thinking 

On Your Sales Career and Life 

18 - Bob Corcoran: 

Why Some Agents Sell More 

Than You 

20 - Carla Cross: 

Is your GPS Set for 2011? 

36 - Dirk Zeller: 

Business Plan 

22 - Paul Lemberg: 

Surviving Survival 

24 - Verl Workman: 

Attitude 

26 

Neil Torquato 

Ticor Title Company 

8 

Fred Arrias 

Executive Publisher 

2929 Calle Frontera 

San Clemente, CA 92673 

Ph: (949) 366-3349 

Fax: (949) 266-8757 

info@executiveagentmag.com 

www.ExecutiveAgentMag.com 

ADVERTISERS’ INDEX 

Advantage Title.................................11 

Bank of America................................13 

Efficient Services Escrow.................34 

Errol Higgins Photography...............29 

High Tech Lending............................35 

MetLife Home Loans..........................2 

Realty ONE Group...................38 & 39 

Seven Gables Real Estate.................12 

The Termite Guy................................25 

Wells Fargo Home Mortgage.............19 

Windermere Real Estate....................40 

Photography: Errol Higgins, Ian Wiant, 

Rob Paino 

Graphic Designer: Charlene Pokorny, 

Crystal Arrias 

Editorial Manager: Garon Arrias 

Production Director: Trudy Van 

Writers: Lalaena Gonzalez–Figueroa, 

Shannon Hartsoe 

© Copyright 2011 

Executive Agent Magazine. All rights reserved. 

Reproduction in whole or in part without 

written permission is prohibited. Although 

every precaution is taken to ensure accuracy of 

published materials, Executive Agent Magazine 

cannot be held responsible for opinions 

expressed or facts supplied by its authors. 

ExEcutivEAgEnt Magazine 3

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Cover Story

SURF CITY’S REALTOR ® 

H 

untington Beach native Sean Stanfield has proven 

his mettle in the real estate industry. For over 

20 years he has cultivated a thriving business, 

weathering transitional markets and capitalizing on 

opportunities to close well over $2 billion in residential 

transactions. A dedicated professional, he recently 

By Lalaena Gonzalez-Figueroa - Errol Higgins Photography 


revamped his business model in order to better meet 

the changing needs of his diverse clientele. While his 

solo practice has evolved into a team effort known 

as The Stanfield Group, Sean maintains an active 

presence in his business, offering clients the attentive 

and knowledgeable representation they require. 

Developing an accomplished real 

estate practice is an intricate process, 

requiring the ability to combine 

attention to the smallest detail with 

big-picture vision. This is Sean’s 

forte; his business was built through 

years of hard work and an ability to 

see beyond individual transactions. 

The youngest of six children, Sean 

was born to parents who emigrated 

from Northern Ireland. He learned 

early on the value of honest, hard 

work, and the importance of customer 

service. His father owned a furniture 

store, and ingrained in his family 

the understanding that solid customer 

relationships were a vital element to 

success. 

An entrepreneurial spirit proved 

an ideal foundation upon which to 

launch his business, and Sean has 

maintained a professional approach 

throughout the years. Though he was 

only 18 years old when he earned his 

license, he plied his skills diligently, 

learning the basics of good real estate 

and applying them every day to build 

a thriving practice. As his business 

has grown and developed, so has his 

family. After marrying his wife Cindy 

and welcoming children Sarah and 

Colin into their family, Sean realized 

that he would not effectively be able 

to meet the increasing demands of 

his professional and personal lives. 

Already established and highly 

successful in his field, he recognized 

an opportunity to continue to build 

his business, maximize client care, 

and still be a hands-on father and 

husband. He formed The Stanfield 

Group, hiring a team manager to 

coordinate daily business activities 

and keep the group focused on long- 

and short-term goals.

6461 Twilight Cr., Huntington Beach . 24 hour guard gated community 

“ The bluffs “ 5700 sq. ft. 5br. 5.5 bth., Large yard with pool and spa . 3 car garage 

“I envisioned my business running like a small 

corporation,” explains Sean. “With our management 

system in place we ensure that the group provides our 

clients with the highest level of service.” A highly 

professional team of individuals working together 

towards a common goal, the members of The Stanfield 

Group are cross-trained in a variety of areas including 

luxury home sales, marketing, REO and short sales, and 

multi-family properties. 

Recognized as First Team’s top overall volume 

agent every year since 1998, Sean has also been 

named the #1 Realtor® in Orange County by the 

Wall Street Journal, which also deemed him 

the #5 Realtor® nationwide in 2005. 

One factor that distinguishes The Stanfield Group 

among its competitors is its unique infrastructure. 

While Sean built the group in order to support his 

growing business, he asserts that the team acts as a 

whole unit, led by him. “In many cases, agents who 

develop teams are minimizing their interaction with 

clients,” he observes. “When I handle a listing, my 

name and phone number are on signs. I handle contract 


negotiations and I am in regular communication with 

my sellers.” With team members fielding feedback on 

listings, maintaining collegial relationships with other 

agents and following up with prospective buyers, Sean 

has utilized his group to maximize his direct contact 

with clients, who appreciate his hands-on approach. 

The Stanfield Group’s professional focus is on 

providing every client with an exceptional real estate 

experience, and the team accomplishes this throughout 

each transaction they represent. “Our aim is to facilitate 

a tailored process that yields consistent results,” says 

Sean. “As a full-service group, we are able to offer 

our clients excellent representation in a range of 

transactions, from residential equity to commercial to 

investment properties. We are meeting our clients’ 

needs through diversity and a commitment to growth and 

ongoing education. The Stanfield Group is the resource 

for our clients’ real estate business.” This commitment 

has enabled the group to maintain a growing book of 

repeat and referral clients, and to represent generations 

within individual families.

“ENRICHING THE LIVES OF OTHERS ALSO 

ENRICHES OUR OWN LIVES” 

Even as the market continues to shift and cycle, The 

Stanfield Group is poised to help clients capitalize on 

opportunities that arise. An investment division assists 

individuals in diversifying their financial portfolios 

through real estate, and the team’s ability to successfully 

negotiate REO and short sale transactions has kept them 

ahead of market trends. “It takes a group of individuals 

who are well-trained and knowledgeable to really handle 

this level and this magnitude of business,” notes Sean. 

The Stanfield Group offers strength in numbers, with a 

team of experts well-versed in a range of markets. 

Backed by the support and tools of First Team 

Real Estate, the group offers its clients a wealth of 

resources designed to maximize success. Professional 

photography highlights every listing, and the team 

invests heavily in print advertising and a comprehensive 

online presence “Advertising is a crucial element to 

selling a home,” asserts Sean. “I believe my team 

provides a level of coverage that is unparalleled within 

our market.” Targeted print campaigns are designed to 

maximize web traffic, and the team achieves maximum 


results through combined efforts with First Team 

Real Estate, one of the leading independently-owned 

brokerages in the United States. 

“First Team spends millions of dollars every year in 

advertising,” Sean observes. “Our name recognition 

is second to none. The Stanfield Group also invests 

heavily in order to increase exposure for our listings. 

We consistently attract qualified buyers through our 

advertising and marketing campaigns, and follow 

up with great customer service.” It’s a winning 

combination, one that has kept Sean and his team at the 

forefront of the markets they represent. Recognized as 

First Team’s top overall volume agent every year since 

1998, Sean has also been named the #1 Realtor® in 

Orange County by the Wall Street Journal, which also 

deemed him the #5 Realtor® nationwide in 2005. In 

2009 the publication recognized The Stanfield Group 

as the #8 team in the country. Accolades aside, Sean 

maintains that the true rewards of real estate are the 

opportunities it creates to make an impact beyond the 

business. 

16572 Somerset Ln., Huntington Harbour . Stunning 5000 ft. main channel waterfront home 

on Gilbert Island . 5 br 5.5 bth . Boat docks can accommodate 3 yachts

As active members of the communities 

they represent, Sean and the agents of 

The Stanfield Group are also dedicated to 

giving back to those communities. The 

team supports numerous school and athletic 

organizations, reaches out to local children 

through specialized contests, raises funds 

for groups including foundations for cancer 

and leukemia, and seeks to inspire others to 

do the same. “Enriching the lives of others 

also enriches our own lives,” muses Sean. 

“There is no comparison to the look on a 

child’s face when he or she wins a prize, 

no substitute for the feeling of knowing 

that you’re helping to make a difference 

in the battle against a devastating disease. 

We have had the fortune of being able to 

give back, and look forward to continuing 

this tradition through the Stanfield Group 

Charitable Foundation.” 

A cohesive team that consistently achieves 

record production volume, Sean and the 

members of The Stanfield Group remain 

committed to the goals that drew them 

into real estate years ago: to sell houses 

and help people in the process. “We enjoy 

what we do,” says Sean. “When your 

focus is on the clients’ well being, real 

estate is a fun and exciting industry. My 

team and I believe wholeheartedly in the 

value of a positive outlook, and we run our 

business accordingly.” 

Though he dedicates much of his time to 

real estate, Sean does enjoy the opportunity 

to engage in outdoor and sporting activities 

with Cindy, Sarah and Colin. The family 

also spends time in their second home in 

Coachella Valley, which has provided Sean 

with the opportunity to maximize business 

between Palm Springs and coastal Orange 

County. 

Offering exceptional service in all 

aspects of real estate, Sean Stanfield 

and The Stanfield Group are poised for 

continued growth and success. They look 

forward to the opportunity to continue to 

serve their clientele in their real estate 

endeavors. 

Colin and Sarah 

ExEcutivEAgEnt Magazine

Sean Stanfield 

The Stanfield Group 

First Team Real Estate 

19021 Goldenwest Street 

Huntington Beach, CA 92648 

Telephone: 714-421-3377 

Sean@stanfieldgroup.net 

www.SeanStanfield.com 


From Seven Gables Real Estate 

A spark of 

business insight 

from Mike Hickman 

The Ten Percent Advantage 

Professional drivers know. Races are won in the curves, 

not on the straightaway. 

‘The Turn’ 

Truth is that anyone can push the pedal to the metal and 

There are only two speeds get up to 200 mph on an arrow-straight road. It takes finesse, 

Win or Lose 

intuition, skill and an intimate knowledge of your machine to gain 

the upper hand in the curves. 

And that’s where we are right now: the curves. This is 

where we earn our keep. I’m convinced that how we navigate 

these obstacles in the next few months will provide the ground 

work for the coming years. 

We must be bold. Invest and engage. Invest in our data 

base of knowledge and engage our consumers. Maintain constant communication. Aggressively pursue viral 

marketing. Ignore the nay-saying headlines. All they do is muddy the waters and confuse. 

In fact, we can use the points of confusion created by the media to our advantage. Buyers and sellers 

need—deserve—a trusted advisor in real estate. We become more valuable by wading through the confusion and 

understanding where the market is headed. Through the 7G Wire communiqué and 7G Wired, we in management 

provide insight and information every week. But, you’ve gotta be using it. 

Here’s a scenario: two Realtors® show up for a presentation to a potential seller. Identical suits. Identical 

smiles. Identical Droids. The first reels off the tried-and-true spiel and answers questions and objections with 

canned responses. 

The other agent displays an intimate familiarity with the property and its surrounding neighborhood, as 

well as an expertise about sales activity in the area and genuine passion for his/her profession. 

Commissions and listing fees are identical for the two agents. So to the seller, it’s not a matter of price. 

It’s down to value. What agent number two brings to the table cannot be explained purely in terms of dollars and 

cents. Knowledge. It’s what sets us apart. 

If we can be just ten percent ahead of our competition, we will be 100 percent better. And it’s in the snaking 

curves that we have the best opportunity to gain that ten percent advantage. 

The only way to get out of a curve safely is to accelerate. We may have backed off the gas when entering 

the curve, but now it’s time to accelerate our way out. Other companies who 

don’t do this will be way behind. We’ll be halfway down the straightway while 

they’re still struggling with the curve. 

And that’s exactly where we want to see them: in our rear view mirror. 

R E A L E S T A T E 

--Mike 

sevengables.com Your home, your lifestyle...It’s our purpose. 800.955.7356

Kevin Budde 

Assistant Vice President 

Platinum Club Member 

949.422.2075 Cell 

949.325.6249 Direct 

kevin.budde@bankofamerica.com 

http://mortgage.bankofamerica.com/kevinbudde 

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Mortgage Loan Officer 

949.325.6275 

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An exceptional neighborhood deserves 

exceptional service. 

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we help qualified homebuyers become satisfied and successful homeowners. 

We offer a variety of mortgage solutions. From the beginning, The Kevin Budde Team with extensive industry 

experience will work closely with you to make sure the process is as efficient and convenient as possible. 

To purchase or refinance with confidence, you can experience exceptional service right in the neighborhood. 

Contact The Kevin Budde Team today. 

Office: 30221 Golden Lantern • Laguna Niguel, CA 92677 

Bank of America, N.A., Member FDIC Equal Housing Lender © 2010 Bank of America Corporation. 

Credit and collateral are subject to approval. Terms and conditions apply. This is not a commitment to lend. 

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MAGAZINE 

MING-LEE CHANG 


By Lalaena Gonzalez-Figueroa 

E A 

“Real estate is not about selling a house, 

It’s about finding the right home for your clients.” 

In his professional and personal lives, Ming-Lee 

Chang has always appreciated the opportunity to 

use his skills and knowledge to assist others. A 

strong work ethic drives him to make the most out of 

every day, and the Laguna Woods resident thrives on 

his ability to impact the lives of his clients, neighbors 

and friends. 

A native of China, Ming relocated to Taiwan with his 

parents when he was just a boy. Intelligent and driven, 

he became a successful civil engineer who eventually 

oversaw all new construction for the country’s postal 

system. Pursuing an opportunity to study abroad, he 

attended Kansas State University, earning a Master’s 

Degree in Structural Engineering. Upon graduation 

he moved to New York City and once again built a 

successful career in engineering, first with the city’s 

Public Service Department, and then in the private 

sector. For nearly 20 years, Ming flourished as a heavy 

industry engineering specialist, working with power 

plants and chemical processing factories. 

In 1986, driven by a need for a new challenge, Ming 

turned to a career in real estate. The transition made 

sense; his expertise in engineering allowed him to build 

a reputation as a trustworthy consultant for individuals 

interested in small parcel land development. Soon, 

he recalls, he was being sought out by builders and 

developers, who viewed him as a trustworthy and 

knowledgeable professional. Even as Ming and his 

family relocated to California, he was able to maintain 

a steady stream of business within this niche market. 

As his career progressed, Ming gradually focused 

his efforts on residential sales and purchases. A brief 

retirement ensued, until he and his wife settled into 

their home in Laguna Woods. The real estate bug bit 

once more, reveals Ming, and he joined the group of 

professionals at Laguna Woods Properties. Already an 

active member of his community, he has found the ideal 

opportunity to assist others as they transition into or sell 

homes within Laguna Woods. His approach is simple: 

to meet the unique needs of every client with whom he 

works. To accomplish this goal, Ming explains that he 

focuses on building relationships, rather than simply 

closing a sale. 


“Real estate is not about selling a house,” he asserts. 

“It’s about finding the right home for your clients.” 

Through honest, ongoing communication Ming learns 

his clients’ motivations for buying or selling, and 

discovers what will best meet their wants and needs. 

Working within the close-knit community of Laguna 

Woods, notes Ming, it is imperative that a successful 

real estate agent develop a solid reputation. “Word 

travels fast,” he laughs. “If you don’t treat someone 

well, it will impact your business. Alternately, when 

you’re honest and trustworthy and keep your clients’ 

goals at the forefront of your actions, you’ll have an 

opportunity to thrive.” And that’s just what Ming is 

doing. In addition to his real estate business, he has 

woven himself into the fabric of the Laguna Woods 

community. Already known as a founder and former 

president of the Chinese Karaoke Club, he is currently 

the president of the community’s Table Tennis Club. 

Ming is active in a number of other groups as well, and 

has given his time and talents freely to help his fellow 

residents. “I enjoy building relationships here, as a 

Realtor®, neighbor and friend,” he reflects. “There are 

so many great personalities and wonderful people.” 

Ming works with buyers and sellers, and particularly 

enjoys assisting individuals who are relocating into 

Laguna Woods. His business continues to be built on 

repeat and referral clientele, who appreciate his honesty 

and strong work ethic. As his client base grows, Ming 

is now looking to create a professional partnership or 

team, combining forces with like-minded agents for 

whom real estate isn’t a job, but an opportunity to 

make a difference in the lives of other, helping them to 

achieve their goals and realize their dreams. 

Ming-Lee Chang 


24361 El Toro Road, #160 

Laguna Woods, CA 92637 

Telephone: 949-374-3473 

changminglee8@yahoo.com


MAGAZINE 

KATHLEEN MONROE 



A 

n entrepreneurial spirit paired 

with a knack for effective 

marketing has proven a solid 

foundation for Kathleen Monroe’s 

professional success. She is a 

businesswoman with heart, an individual 

who identifies critical opportunities 

and capitalizes upon them, while 

maintaining an unwavering focus on 

meeting the unique needs of her diverse 

clientele. Her dedicated efforts have 

enabled Kathleen to build a successful 

and thriving real estate business, and to 

assist her clients in navigating one of 

the most challenging markets in recent 

history. 

A former model and actress, Kathleen 

opened what would become one of 

Orange County’s first and largest model 

and talent agencies while still in her 20s. 

“I was working in Los Angeles and had 

to commute to the city for bookings” 

she recalls. Recognizing an opportunity 

to tap into a pool of talent closer to 

home, she founded an agency that grew, 

she says, “beyond my wildest dreams.” 

The venture had a profound impact on 

Kathleen’s outlook; she realized that her passion lie in educating and helping others 

to achieve their own goals. She also discovered the inexorable link between strong 

marketing, excellent client service and the pursuit of ongoing education. After 

the birth of her daughter she revisited her professional goals and opted to sell her 

agency, which had blossomed into an established business working with upwards of 

500 models and actors, booking talent for film, TV and national commercials along 

with print and fashion ads for Fortune 500 clients around the world. When the time 

was right she followed the advice of her father, broker George Longaberger, and 

earned her real estate license. It was the initial step in another journey to success. 

Within her first six months in the field, recalls Kathleen, she had earned the coveted 

“Rookie of the Year” title. In less than three years she was a top-producing agent. 

“Everything I learned and honed during the building of my first business, including 

negotiation skills, marketing and advertising, and the importance of developing 

relationships with colleagues and clients, helped me to achieve early success in real 

estate,” she reveals. Kathleen specifically cites her Internet savvy as a defining 

factor in her success. “The Web leveled the playing field,” she observes. “You 

could be a newer agent with a smaller sphere of influence than others, but if you 

had the know how and put in the time into online marketing, you had a tremendous 

advantage in capturing prospective clients.”

E A 

Kathleen strongly believes in thinking outside the box and continues to boost her 

business – and her clients’ success in real estate – through targeted marketing and 

advertising and a strong online presence. “Everything I do reflects the highest level 

of quality,” she asserts. “Mediocrity on any level is not an option. In listings, this 

applies not only to my sellers’ needs in showcasing a property to making it look 

like a model home, but in anticipation of the prospective buyers’ criteria as well.” 

From firsthand experience she knows the value of presentation, and her listings are 

all professionally staged and photographed, and featured in virtual tours in order to 

accentuate each property’s distinct beauty and appeal. 

In addition to working with equity buyers and sellers throughout Orange County 

and the surrounding areas, Kathleen is also well-versed in the REO and short sale 

markets. Her diversity enables her to better meet the changing needs of her clientele, 

many of whom are adapting to a transitioning market. Her relationship-driven 

business has Kathleen in a position to connect with customers on a personal level, 

understanding the motivations behind their decisions so that she can better assist 

them in achieving their goals. 

An unwavering work ethic keeps Kathleen accountable to herself and her clientele. 

“This is the kind of business that doesn’t go on hold or take vacations,” she 

acknowledges. “You have to be there for your clients when they need you, because 

real estate is typically one of the most important investments they’ll make in their 

lives.” Her consistent results and forthright approach have earned Kathleen the 

respect and trust of colleagues and clients alike. She was recently named one of 

Orange Coast Magazine’s 2010 “Five Star Real Estate Agents,” per the publication’s 

poll of 60,000 recent homebuyers, local real estate agents and industry professionals 

and the magazine’s readers. “Of fifteen thousand agents within Orange County, 

fewer than seven percent received this recognition,” reveals Kathleen. “I was thrilled 

to be honored with this acknowledgment for my work.” 

Her enthusiasm for real estate isn’t fueled by awards, though. Kathleen has an 

innate passion for the business, one that she continues to share with her now-retired 

father. “My objectives have remained steadfast since day one,” she says. “To offer 

an unsurpassed level of extraordinary real estate service for my clients, I will go 

above and beyond to exceed expectations and help my clients achieve their goals.” 

Kathleen Monroe 

Keller Williams Real Estate 

27101 Puerta Real, Suite 150 

Mission Viejo, CA 92691 

Telephone: 949-702-1955 

info@GoWithMonroe.com 

www.GoWithMonroe.com 


Why Some Agents 

With all due respect to Abraham Lincoln, all real 

estate agents are not created equal. 

Now before you get mad at me, hear me out. I’m not 

saying it’s a bad thing that agents are unequal. It’s just the 

way I see it. For example, if you judge agents by how many 

houses they sell, they are clearly not equal. Not every agent 

sells 100 houses a year. 

So what I am saying is that each agent brings his or her 

own unique gifts to the office. And the key is to understand 

your own special gifts, and then put them to work in a way 

that not only makes you more successful, but also makes 

you stand out from all the other agents in your market. 

“I began wearing hats as a young lawyer 

because it helped me to establish my 

professional identity. Before that, whenever 

I was at a meeting, someone would ask 

me to get coffee.” Bella Abzug 

And I honestly believe one reason some agents outsell 

some of their peers is precisely because they’ve taken 

time to – in the words of Ms. Abzug – establish their 

“professional identity.” 

Consider for a minute what you think – what you really 

think – when you hear about an agent that’s outselling you 

in your market. Be honest. Probably a little bit of jealousy, 

sprinkled with a little resentment. 

Well, the way I see it, you have a couple of choices. You 

can feel that jealousy (and there’s nothing wrong with that 

– you’re only human). But if you leave it at that, you don’t 

improve. You sit there with your sour grapes. 

The other choice is to stop and take a little time to learn 

from those successful competitors. When you do that, 

you’re heading up the on-ramp to a speedy interstate of 

faster sales. 

And if you do examine top producers, you’ll soon realize 

they all have something in common: yes, that strong 

E A 

18 ExEcutivEAgEnt Magazine 

Sell More Than You 

By Bob Corcoran 

professional identity. They’re easy to spot, they have a 

consistent way about them and they exude professionalism. 

So, have you taken time to consider your professional 

identity? Have you thought about the impression you’re 

making out there in the trenches? What do potential clients 

see when they see you up close and in person? What do 

they see when they see one of your ads in the newspaper? 

What impressions are your marketing materials leaving 

with the public? And, even more importantly, what 

impressions are you leaving with people you meet face to 

face? 

When I work with clients to help them develop their 

professional identities, I like to use the SWOT analysis 

– Strengths, Weaknesses, Opportunities and Threats. For 

purposes of this article, focus primarily on the first two: 

your strengths and weakness. Then later you can look at the 

other two as they relate to your particular market. 

Assess both your strengths and weaknesses carefully. 

And recruit others for this exercise. Find out what your 

friends, family and coworkers see. Many times others see 

things you miss. 

Then develop specific ways to put your strengths to 

work in your business life. And look at the weaknesses 

you believe you can change. Work on them to slowly turn 

them into strengths. When you add your strengths to your 

services, you begin to shine through in all that you do for 

your clients and prospects, and before you know it, you’ve 

created your very own professional identity. 

Best of luck to you! 

Bob Corcoran is a nationally recognized speaker who 

is founder and president of Corcoran Consulting Inc. 

(CorcoranCoaching.com), an international consulting 

and coaching company that specializes in performance 

coaching and the implementation of sound business systems 

into the broker’s or agent’s existing practice. © 2009, Bob 

Corcoran. All rights reserved. For information contact 

FrogPond at 800.704.FROG(3764) or email susie@ 

FrogPond.com; http://www.FrogPond.com.

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Is your GPS 

Set for 2011? 

Last week, I was in beautiful, historic South 

Carolina to do a three day management 

symposium. Having gotten lost in the past more 

times than I’d like to admit, I ordered a GPS included in 

my rental car. But, being somewhat of a control freak, I 

don’t want to rely JUST on a GPS to tell me where to go. 

I want to know the why, and I want to know the general 

layout of the land. 

How about you? Do you have your GPS set for 2011? 

Do you know where you’re going? Or, are you relying on 

your company, some guru, the market, or just dumb luck 

to get you a great 2011? (that’s like relying on a GPS to 

be your brain….) 

Here are three best tips to get that GPS set so you have 

the kind of 2011 you want to have. 

1. Decide on your Best Vehicles for YOU 

Unfortunately, too many of us rely on someone else’s 

business plan. Then, when it doesn’t work, we don’t have 

the knowledge, the background, and the information to 

20 

E A 

By Carla Cross 


make adjustments. Same thing with the GPS. To get that 

GPS to work for you, you have to set your destination. 

Unfortunately, as I was traveling last week, I put my 

destination into the GPS—and the GPS didn’t recognize 

it! That meant I had to go back to the old brain and think 

things out. Knowing the why behind your choices is key 

to get on track and make adjustments as needed. 

What are your best vehicles? So many agents are 

running toward short sales and foreclosures. Yet, a 

recent survey of California buyers showed that buyers 

didn’t think agents knew enough about those types of 

properties. Why? I think it was because agents try to 

chase someone else’s business plan. Instead, figure out 

• what were your best sources of business in the past 

• do you have enough of them to support your next 

year’s business 

If not, you’ll have to work another source of 

business, too. One of the major mistakes agents make 

is to depend on a source of business that doesn’t have 

a large enough client base to sustain them. How many

potential clients do you need to reach your 

goals? Find out. 

2. Work those vehicles like 

you were going to become that 

next mega-agent 

My husband just showed me a new 

GPS that has lots of bells and whistles, 

and is very reasonably priced. Have 

you noticed that products have to be 

getting better all the time, or they fall 

by the wayside? It’s the same with 

real estate agents. In truth, most of 

us give up way before we should. 

Statistics show that clients take 9-16 

months now to make a ‘buying’ 

decision. Yet, 50% of agents are out 

of the business in their first year, 

and 75% are out by the end of two 

years. In other words, the majority 

of agents gave up prior to getting the 

pay-offs they worked for. 

What does ‘work’ mean? Lead 

generate 2 hours a day 5 days a 

week. It’s not a ‘mediocre agent 

succeeds’ kind of business anymore. 

The consumer is tired of it, managers 

should not tolerate it, and you deserve 

more than just surviving! 

3. Build in goals and measurement 

tools—and use them 

A GPS is no good if we don’t follow 

it! The same is true of your business plan. 

If you don’t build in measureable goals— 

along with ways to measure progress, that 

business plan is worse than useless. 

Carla Cross, CRB, MA, is a former masterlevel 

CRB instructor, popular international 

speaker, National Realtor Educator of the Year, 

and author of 6 books and 20 audio programs. 

She specializes in ‘people development’— 

strategies for real estate professionals to enjoy 

highest production and profits. Join her newsletter 

community and receive her complimentary eBook, 

Getting to Yes: Ten Powerful Tools to Bash those 

E A 

Barriers to Purchasing Today. Learn more at www. 

carlacross.com, or contact Carla at 425-392-6914. 


Surviving Survival 

Aren’t you tired of sitting around waiting for 

something to finally happen? 

I just got off the phone talking with my friend James. We 

spoke about how his business was doing, and I asked what 

he planned on earning this year. His response surprised 

me: ’Making money’s not my focus now. I don’t really 

think this is the right time--I’m planning to just hold on 

until things get better.’ 

James is usually pretty optimistic and ‘survival’ is not 

part of his normal vocabulary, so I started wondering 

about others I know: my consulting clients, people who 

take my DYBO business-doubling e-course, people I meet 

speaking. 

One client wrote they had ‘survived’ last year, but had 

‘done the unpardonable -- cut marketing.’ Another told 

me, ‘Well, we made it. But we cut half our sales force.’ 

And a service provider I know reduced her total payroll 

from 130 to 75 people in the past six months. 

Even though Fed Chairman Alan Greenspan has 

pronounced the recession over, many businesspeople are 

talking about one thing only: survival. They are hunkered 

down trying to weather the storm, but they’re doing it at 

the expense of building their businesses. And I believe 

many companies are unwittingly sacrificing their future. 

Here’s the typical survival strategy: 

• Cut marketing. 

• Lay off marginal employees. 

• Cut sales travel expenses. 

• Lay off good employees. 

• Lay off salespeople. 

• Fire ineffective management. 

• Reduce your prices hoping to attract business. 

• Fire effective management. 

• Hope for anything. Pray for business. Wait for the 

recession to end. 

• Does any of this sound familiar? 

Of course survival is not all bad--not by a long shot. 

There’s a ‘statistic’ reputed to come from the US Small 

Business Administration, which says 9 out of 10 new 

businesses don’t last five years, or something like that. 

The details vary with the telling but the point is well 

made--it is hard to keep a business profitable over the 

long haul, which is why so few of America’s largest 

companies from 75 years ago even exist today. 

E A 

By Paul Lemberg 


The good side of survival makes you ‘lean and mean,’ 

scavenging the landscape for sharp opportunities and 

playing for keeps. 

But the dark side just ends up like a strategy for playing it 

safe, putting off decisions and delaying action. 

Of course, you may still be around when ‘things get 

better, but will you be in a position to take advantage of 

your opportunities? Perhaps--if you’ve conserved cash 

and preserved your ability to generate new business. 

But if instead you’ve so reduced your ability to go after 

new deals - or if you’ve let your product languish to the 

point where it is no longer up to snuff--are you going to be 

viable? Will you be able to compete? Will you be ready to 

grow during the next expansion? 

Transcending the Survival Mindset 

We are entering what may be the greatest business 

building opportunity of the next decade. While most of 

your competitors are still in the warm sleep of survival it 

is time for you to prepare for bold action. 

Here are some tips which will help you survive survival 

and climb back up the ladder of success. Note that this is 

not a tip list on *how to survive*, you’ve already done 

that. This is about transcending survival and thriving 

again. 

First, recognize that your goal of survival is not a real 

goal--it’s a staging zone. A holding pattern. Survival is 

not something to commit yourself to--a commitment to 

survival is a commitment to a low level of existence. 

Think of homeless people who survive by scrounging 

dumpsters for food. They survive--but at what level? And 

for how long? 

Your real commitment must be one to prosperity 

Next, recreate your vision of life beyond survival. Okay, 

you are still in business--congratulations. Pat yourself 

on the back because many aren’t. But despite the SBA 

statistics, this is not a cause for celebration--not yet, 

anyway. 

Ask yourself--what are you surviving for? What will you 

do when the survival period is over--when you decide it’s 

okay to start thriving again? What will you accomplish 

then? What do you want it to look and feel like next year 

and the year after that? If your vision is simply one of

Survive 

staying in business, you really should think twice about 

why you do all that hard work. 

Once you have a clear picture of where you are going--the 

most important thing is to increase your level of action. 

You may have slowed down during this survival period 

- making fewer sales calls, reducing your marketing and 

promotional efforts, retarding product development. 

Now it’s time, rev up the engines and get moving again 

How much effort does your business plan call for? What 

does your strategic plan say? If you don’t know, or if 

those plans are no longer relevant, you need to freshen 

the business plan or create a new strategic plan. It doesn’t 

have to be a perfect plan, but don’t just lurch into action. 

Don’t move forward without a plan! 

Detail the measures of activity and performance for your 

company. In my business these include leads generated, 

sales conversations, relationship and networking 

conversations, articles written and published, new 

customers signed, consulting contracts, course registrants, 

web hits, press releases sent, press mentions, radio 

interviews, key notes and speaking engagements, and of 

course, revenues, profits, and cash-in-bank. 

Your measures may be different but the process is the 

same: 

1. Make a list of each key measure. These will include 

both what I call results goals and activity goals. 

2. Establish a performance goal for each, by week, month 

or quarter--whatever is most appropriate. Then, up the 

ante--you’ve most likely slowed down and the whole 

point here is to increase your activity. So take whatever 

your goal is for these items and stretch it. Reawaken the 

action habit. 

3. Set up a system for measuring and reporting on each of 

these keys, and then try to get rid any shortfalls. 

4. If your need to spend is still greater than the cash 

coming in, cut back everything that is not revenue related, 

but don’t hurt your current--or future--revenue streams. 

Look for ways to reduce overhead--but not sales and 

marketing expenses. 

Here’s a special word about marketing: Most likely you 

have cut back. Mistakenly, this is often the first area cut 

when people think their survival is threatened. Now is the 

E A 

Now it’s time, rev up the engines 

and get moving again 

time to bump it back up. If you don’t have cash available 

there are a whole host of guerilla marketing strategies 

which call for limited spending. 

Finally, get a coach or a mentor. Get someone to be an 

unbiased and insightful sounding board, someone who 

can both critique your plans and present objective counsel. 

Now--envision your next growth spurt. Envision your 

business expanding profitably. Figure out what it’s going 

to take, and get busy again. 

If you are serious about getting back on the growth track, 

contact us about our Growth System and entrepreneurial 

coaching services. Also, we can review your business or 

strategic plan, and work with you to make it current or 

help you build a new one. 

Paul Lemberg is the President of Quantum Growth 

Coaching, the world’s only business coaching franchise 

system built from the ground up to rapidly create more 

profits and more life for entrepreneurs. He is also 

Executive Director of the Stratamax Research, a business 

coaching and strategy company specializing in helping 

entrepreneurial businesses quickly increase short term 

profits for sustainable long term growth. Copyright© 

2006, Paul Lemberg. All right reserved. For information 

contact FrogPond at 800.704.FROG(3764) or email 

susie@FrogPond.com http://www.FrogPond.com 


My father was a former Marine and I learned as a 

small child that there is no such thing as an ex- Marine! 

He used to wake us up early in the morning by yelling 

“Reveille” and all seven of us children would march up 

the stairs to have a family breakfast together. As a high 

school history teacher, Dad was big on education and 

drove home the importance of being good in school and 

paying attention. One year he had a group of students 

from his AP (advanced placement) classes compete in 

a nationwide model United Nations project where the 

students would deal with world issues. His class from 

Skyline High School in Utah won the national award in 

Washington DC where they competed and received that 

great honor. Dad was very 

proud of his students and 

their accomplishment. He 

talked about that award for 

years. 

I suggested to my dad 

one time that he was lucky 

because he had all the smart 

kids from his AP classes 

and could pick the smartest 

students in the school to 

compete. He looked me 

in the eye and raised his 

left eyebrow and said this 

“Son, I work with some 

of the smartest kids, but I choose to work with the 

kids who have the best attitudes.” He went on to say 

that “it doesn’t matter how smart you are if you don’t 

have a good attitude”. That conversation made a deep 

impression on me and has been one of my favorite 

memories of my father. 

In this challenging real estate market many agents find 

themselves faced with some difficult choices—but the 

most important choice we can make today is to keep a 

positive attitude and take action when others are simply 

whining and looking for excuses for failure. There are 

enormous opportunities today in every market. The 

business out there may not be your favorite type of 

business and it may not be the most fun, but if you have 

the right attitude, you can not only make money, you 

can thrive today. 

Here are a few simple things you can do each day to 

keep moving in the right direction: 

• GET up 

• Get showered and dress for success 

E A 

A t t i t u d e ! 

By Verl Workman 


• Get into a productive work environment 

• Prospect 2-3 hours every day 

• Work your most profitable business (your 

database) 

• Look for real buyers and generate buyer leads 

from every source possible (buyers are paychecks) 

• Surround yourself with positive people that are 

goal focused and happy 

• Hire a coach that can give you direction and 

guidance and hold you accountable to do the right 

things in your business 

We are blessed to live in this country where we can 

work for ourselves and enjoy all of the freedoms that 

make this such a wonderful 

place to live. We have our 

families, health, and skills 

that allow us to help people 

and we get paid very well 

for the service we provide. 

And we have technology 

and resources that allow us 

to do our jobs better. It is 

now up to each one of us to 

get going, stay positive and 

keep our attitudes in check. 

The first time I visited 

my Dad’s classroom I saw 

the sign above his desk that 

simply said this “Attitude is more important than 

Aptitude.” To this day, I believe that simple quote has 

made a great impact on my life and career. I love what 

I do! 

Verl Workman is a leading national speaker, coach 

and consultant. Despite his busy speaking schedule, 

and role as co-founder of Pinnacle Quest Consulting 

Group, he still sells real estate so that he can test and 

stay abreast of the latest tools and techniques that 

maximize results. He uses that knowledge to assist 

individuals and companies in building effective business 

strategies, implementing powerful technology solutions, 

and establishing strategic competitive advantages 

through coaching, seminars and private consultations. 

To contact Verl visit www.verlworkman.com or www. 

PQPipeline.com. © 2009. Verl Workman. All rights 

reserved. For information contact FrogPond at 800.704. 

FROG(3764) or email susie@FrogPond.com; http:// 

www.FrogPond.com.


MAGAZINE 

NEIL TORQUATO 



F 

or over 100 years, Ticor Title has built a tradition 

of offering exceptional customer service backed 

by a solid financial foundation. As the needs of 

today’s real estate clientele continue to develop and 

expand, Ticor will continue to amend its business model 

accordingly. When Ticor Title launched its Major 

Accounts Division, it began with a national platform 

offering clients a single point of contact for transactions 

throughout the United States. The National Operation 

is led by Vice President Neil Torquato; the division 

features an experienced and knowledgeable group of 

professionals who offer their clients the utmost in 

customer care. 

Neil Torquato, a native of Southern California, taps 

into years of sports training in his leadership role 

within Ticor. “I have played on teams all my life,” 

reveals the USC graduate and lifetime member of the 

Trojan Football Alumni Association. “Whether you 

are coaching or taking directions, you must capitalize 

on the individual strengths of all of your players.” His 

own team of Ticor specialists, states Neil, is secondto-none 

in performance, knowledge and attitude. “We 

have worked together for nearly a decade,” reveals Neil. 

“Our aim is to find solutions to any challenges that may 

arise, and our customers shouldn’t have to worry about 

looking for answers; we work to achieve their trust in 

knowing that we will be there when they need us.” 

It is this can-do attitude that earned Neil the opportunity 

to head the Major Accounts Division from its inception, 

and it is a responsibility he values and enjoys. “After 

over twenty two years in the industry, I appreciate the 

ability to offer this level of service to our clients, which 

service is backed by the resources and reputation that 

Ticor Title and Fidelity National Financial provide,” he 

states. 

While exceptional customer service and Ticor Title’s 

cutting edge technology provide a strong foundation 

for the Major Accounts Division, the group has also 

expended considerable effort in amassing the information 

necessary to successfully facilitate closings across 

the country. It has been no easy feat; explains Neil, 

“Every county within the United States has a distinct 

mode of operation when it comes to the real estate and 

title processes. Over the years, my team has created a 

substantial reference guide detailing the unique needs 

of markets across the country.” The laborious effort, he 

adds, is an ongoing process. “As laws and regulations 


change, we are constantly amending our literature to 

ensure that we are on top of the latest requirements in 

residential and commercial real estate transactions.” 

As real estate agents and their clients expand into 

markets outside of Southern California, says Neil, they 

can be assured that the Major Accounts Division will 

continue to offer the exceptional service and ongoing 

communication that have become synonymous with 

Ticor Title’s brand. 

“The Major Accounts Division strives to be sought 

after and accountable resource for our diverse clientele, 

which include real estate professionals, REO agents and 

firms, national lenders and credit unions,” says Neil. 

“Our team is seasoned, with experience in the real estate 

market and our own industry. This allows us to better 

assist our clients as they navigate challenges, and to 

more effectively communicate on their terms.” 

Ticor Title’s Major Accounts Division utilizes cutting 

edge technology and proprietary software to maintain 

ongoing communication with clients and points of 

contact throughout the nation. “Thanks to our advanced 

systems, we are able to confidently act as catalysts for 

important transactions around the country,” says Neil. 

“We make it as easy as possible for our clients to track 

business, regardless of where it is occurring. It is not 

easy to find a locally based title company that can offer 

the same assurance and security.” 

Billing his division as a “one stop shop,” Neil 

notes that his Major Accounts Division features title 

and escrow professionals who share a common goal; 

which is to facilitate a successful experience for their 

customers. “We provide a friendly voice, a positive 

response, and title solutions,” he says. “We take pride 

in caring for our clients, and look forward to continuing 

to build our division as our customers expand their 

businesses.” 

Neil Torquato, Vice President 

Ticor Title, Major Accounts Division 

Telephone: 949-278-0118 

neil@ticortitle.com 

www.ticormajoraccounts.com

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MAGAZINE 


With a diverse background in the real estate 

industry, Efficient Escrow co-founder Danny 

Crenshaw had a distinct vision in mind for 

the full-service business. “We offer a higher level of 

customer care, tailored to the needs of the brokers, 

real estate professionals and lenders with whom we 

work,” he states. Partnering with their customers, the 

specialists at Efficient Escrow create business models 

tailored to the unique needs of each individual. The 

result, notes Danny, is a business that has sustained a 

steady growth since its formation in 2005. 

An entrepreneurial spirit and strong business sense 

have guided Danny throughout his professional 

endeavors. Before launching Efficient Escrow he 

was a successful mortgage banker with his own firm, 

Efficient Lending. As the real estate market shifted, 

he recognized an opportunity to adapt accordingly. A 

boutique-style company that adeptly handles a large 

volume and range of real estate transactions, Efficient 

Escrow offers highly competitive rates backed by 

attentive and proficient care. 

“Now more than ever, our ability to 

pass savings on to our clientele 

is an integral factor in the success of 

the long-term relationships we are 

cultivating with the real estate community.” 

While Danny notes that Efficient Escrow offers rates 

that range from 25 – 40% lower than its competitors, he 

is quick to add that the company achieves this through 

smart business, not by sacrificing levels of service. 

“With high volume, efficient systems and a low 

overhead, we are able to provide a low-cost solution 

to the consumer,” he says. “Now more than ever, our 

ability to pass savings on to our clientele is an integral 

factor in the success of the long-term relationships we 

are cultivating with the real estate community.” 

At Efficient Escrow, meeting the needs of a diverse 

clientele means thinking beyond a static business 

model. “We take a customized approach to our work,” 

Danny explains. “By understanding how our clients 

operate their own businesses, we are able to build our 

systems around theirs. This allows us to maximize 

efficiency for each client.” The company prides 


‘A Full Service Company Tailored to Your Needs’ 


itself on overall quick turnaround; “We can internally 

process an Estimated HUD within a two-hour window, 

while most of our competitors can only offer same 

day service,” says Danny. “By implementing smart 

technology into our systems, we are not only faster and 

more efficient, but we are also able to handle escrows 

throughout the country. This, paired with a strong 

network of affiliates within the title industry, makes us 

a great resource for our clients.” 

While the company does offer a standard online 

ordering option, it is Efficient Escrow’s commitment 

to interpersonal communication and accountability 

that has distinguished it among its competitors. “We 

are willing to go the extra mile for our customers,” 

asserts Danny. “We completely understand that, in 

our industry, a business is only as good as its service.” 

Extended office hours and Saturday availability allows 

transactions to run in a more timely manner. Employees 

share a sense of accountability, and a genuine desire 

not only to get the job done, but to do it well. “We 

aim to set the bar when it comes to the level of service 

we provide,” Danny says. “Our growing base of repeat 

and referral customers is an indication that we are 

consistently accomplishing this goal.” 

Scott Contreras of Crossline Capital has worked 

with Danny Crenshaw and Efficient Escrow for over 

three years and states, “Danny and his staff handle 

their business with true professionalism and a personal 

touch, this facilitates smoother negotiation processes 

and easier transactions for all parties involved.” 

Efficient Escrow works with agents and lenders 

representing equity purchases and sales, commercial and 

investment properties, foreclosures, REO transactions 

and refinances. A low-cost, high-service escrow 

solution, Efficient Escrow is an active member of the 

Orange County Association of Realtors®. The firm 

looks forward to continuing to build relationships with 

real estate professionals and lenders throughout Orange 

County and Southern California. 


18101 Von Karman Ave., Suite 170 

Irvine, CA 92612 

Tel: 1.888.475.9240 

www.EfficientEscrow.com

By Bill Brooks 

Lots of salespeople seem to have forgotten, or 

perhaps have never even learned, the many 

ways that they can improve not only their sales 

performance, but their life performance as well. The 

future of your sales career may very well rest on the 

frame of mind that you have in your daily life. Here are 

several tips that may help you to improve this frame of 

mind and your future. 

First of all, you should overcome any past negative 

impact. You need to forget your failures and mistakes. 

These failures and mistakes should be seen only as 

stepping-stones that you have been fortunate enough 

to experience and learn from. Salespeople can truly 

damage their mental state and their sales performance by 

dwelling on past mistakes. Such practices as continually 

viewing yourself in a negative light can only serve to put 

you in a downward spiral. 

A tip that reflects the opposite of the previous one is 

to build upon previous positive experiences. Concentrate 

primarily on your past successes, and this will help you 

feel far more important and positive. By concentrating 

primarily on your successes and the positive aspects of 

your past, you will surely feel extremely more confident, 

E A 

The Role of Positive Thinking On 

Your Sales Career and Life 


and confidence will give any salesperson a “leg up” in 

any sales situation. Furthermore, this confidence can 

seep into all other facets of your life, leading to an all 

around improvement of the quality of life. 

Seeking out “coaches” and “team-members” will only 

serve to improve your chances for success in and out of 

the business realm. Coaches can help to build you up, 

as well as provide you with vital life experience and 

job experience that you otherwise would not be able to 

experience yourself. In regard to sales team-members, 

they can provide you with a support system as well as 

with a feeling of belonging. Their successes will be your 

successes, and your successes will be theirs’. Having a 

coach, as well as being a member of a team can certainly 

improve your job as well as your home life. 

Becoming obsessed with learning is another excellent 

tip for any salesperson who is aspiring to improve their 

future sales performance. “Knowledge is power” has 

become a cliché, but the validity of this statement still 

stands. Any serious salesperson should always be looking 

for that “edge,” and knowledge is always there. You 

should always be seeking new facts, information, and 

data, and knowing more of these than your competitor 

will provide you with so much more success. I can 

promise you that!

By constantly improving your thinking processes, you 

will also sharpen your thinking and analytical skills, 

and in turn you will enjoy more success in the future. 

Improvement of your thinking skills involves the quick 

and efficient use of knowledge, which is addressed in 

the previous tip. If you become obsessed with learning 

and channel this constant flow of new information 

through quick and useful thought patterns, then once 

again you will enjoy a “one up” over your competition. 

Top performing salespeople are always seeking new 

information, and are always able to use this information 

in the most effective manner in their pursuit of the sale. 

Therefore, if you follow the same strategies as these 

salespeople, then your future is as bright as theirs. 

The final tip, and perhaps the most important one, 

actually is to incorporate yourself mentally. This 

somewhat difficult tip means that you should never 

forget your own long-term goals and aspirations. You 

should certainly remain loyal and honorable to your 

current employer, but again, never forget your own longterm 

goals and aspirations! Those individuals who are 

the most successful are those who never forget their own 

goals. By striving for your goals long enough and hard 

enough, you will eventually reach them and become an 

envied and admired sales professional. 

E A 


The bottom line? If you are truly seeking to improve 

your future either professionally, personally, or both, 

there are certain strategies that have proven to serve those 

who are seeking these goals very well. By overcoming 

any negative past impact, building upon any and all 

positive impact, utilizing coaches and team-members 

you may have in your life, becoming obsessed with 

learning, constantly improving your thinking processes, 

and incorporating yourself mentally, you are surely 

going to be able to improve any aspect of your sales 

career and life that you wish to improve. The secret to 

this plan is to work hard and remain committed. There 

is, unfortunately, no secret to that! 

Bill Brooks, CSP, CPAE, CMC, CPCM former CEO of 

a $300,000,000 corporation and two-time sales award 

winner from an international sales force of 8,000, Bill 

has real-world expertise. Bill has spoken or consulted 

in over 300 different industries while being engaged 

by at least 150 clients an astonishing six times each. 

Copyright© 2004, Bill Brooks. All rights reserved. 

For information about how to bring Bill to your 

next meeting or convention, contact the Frog Pond at 

800.704.FROG(3764) or email susie@frogpond.com; 

www.frogpond.com 

33

Refinance Escrow Fees 

$0 - $999,999 $450 

$1,000,000 - $2,000,000 $550 

$2,000,001 - $3,000,000 $650 

$3,000,001+ $750 

Escrow Fee for 2nd $150 

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18101 Von Karman Avenue, Suite 170 

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By Dirk Zeller 

T 

he business plan is a foreign tool to most 

REALTORS®. After studying, observing, 

interviewing, and coaching hundreds of Agents, 

I have concluded that very few have taken the time to 

create a quality business plan. Fewer still review their 

business plan on a regular basis. The few who have 

good business plans often make them so complicated 

that they possess little value. Those Agents create such 

a complex business plan that they will never carry it 

out. What kind of value does this complex business 

plan have to them? . . . Zero! 

A well-written, concise business plan can provide an 

exceptional road map to guide your quarter, year, or 

next five years. Most well-run companies have welldeveloped 

business plans. You, as an Agent, are the 

President of your own real estate sales company. You 

have to view yourself as the head of a corporation that 

needs direction, vision, and a well-conceived road map 

to follow. The business plan can provide all these tools 

that lead to success. 

To create a quality business plan, you have to know 

where you are today – right now – in your business. You 

have to ask some basic questions about your business. 

1. How much do I want to earn in gross commission? 

2. Where does my business come from? 

3. What is my average commission check? 

4. What is my average cost per transaction? 

5. How many days am I going to work this year? 

6. How many hours per day am I going to work? 

7. What things do I need to implement to take my 

business to the next level? 

The best place to start is at the top. Ask yourself, “How 

much do I want to earn?” You can have total control of 

your income. You can make as much or as little as you 

desire. The only person or thing that determines your 

income is you. The market, other Agents, and other 

outside factors have very little control over your income. 

You alone have absolute and complete control. 

Once you determine the amount you want to earn, 

break it down to quarterly, monthly, and weekly 

amounts. For example, if you decide to earn $500,000 

next year, you need to earn $125,000 per quarter, 

$41,666 per month, or $9,615 per week. Secondly, 

you need to determine where your business comes 

from. Figure out the percentage of transactions that are 

E A 

Business Plan 


done in every category. Let’s say you closed seventyfive 

deals last year. The break down was thirty from 

referrals, fifteen from open houses, eighteen from sign 

calls, and twelve from expireds. 

Here is the breakdown in percentages: 

• 40% Referrals 

• 24% Sign calls 

• 20% Open houses 

• 16% Expireds 

You should also know the ratio or percentage of 

listings sold versus buyer controlled sales. 

The next exercise is to determine your average 

commission check. Take your gross commission and 

divide by the number of transactions. For the purpose 

of our example, we will use $5,500 as the average 

commission check. You want to earn $500,000 next 

year. In order to do that, you divide $500,000 by $5,500 

which equals 91 transactions. You will need to close an 

additional 16 transactions next year to reach your goal. 

Then figure out the number of transactions you need 

in each category. 

• 40% of 91 = 37 transactions from referrals 

• 24% of 91 = 22 transactions from sign calls 

• 20% of 91 = 18 transactions from open houses 

• 15% of 91 = 14 transactions from expireds 

You can break these numbers down to a quarterly, 

monthly, and weekly number of transactions from each 

category. This break down will give you a clear path 

to achieve your income goal. If you do the number of 

transactions you need weekly, by year’s end, you will 

achieve your goal. 

Then you need to break down each category of 

business: referrals, sign calls, open houses, and 

expireds. You need to figure out exactly what you need 

to do to create the results you desire. The further you 

can break your business down, the easier the overall 

goal is to achieve. It is easier to achieve your goals if 

you can break them down to daily activities. All you 

have to do is the daily activities to achieve the desired 

results. 

Another important factor is profitability. You determine 

your profitability by subtracting your gross expenses 

from your gross commission dollar. The critical point

is to not forget any of your expenses. Organize all of 

your expenses into categories such as automobile, staff, 

mailings, marketing, office supplies, etc. You are only 

fooling yourself if you are not accurate. Take your gross 

expenses and divide them by the number of transactions. 

For example, gross expenses of $95,000 / 75 = $1,267, 

which is what it costs you to close one transaction in our 

example. You can see how profitable you really are in 

your business if you follow this example. 

To answer questions five and six, you need to address 

your work days and hours. You need to factor them in 

against the work that needs to be done. Then allocate 

the work that needs to be completed to the number of 

days worked. This process will give you a schedule of 

what needs to be accomplished daily. 

The last section of a well-planned business plan 

is implementing new ideas or systems. Determine 

the weaknesses in your business and devise a plan to 

overcome them. Do not overdo in this area because, 

often, when Agents over implement, they slow their 

business down to a crawl. Since everyone is different 

and all staffs are different, a good rule of thumb is: Do 

not implement more than two major changes in a month. 

Determine what needs to be completed. Prioritize your 

list, and then devise a plan to implement changes at 

specific times. 

E A 


A business plan can be the backbone of your successful 

business. The backbone will weaken if not checked on a 

regular basis. You must review your business plan daily 

for the first few months; then you will need to review it 

regularly after that. Do not make the mistake of writing 

a fantastic business plan and then never look at it again. 

That mistake would be almost as bad as if you had never 

written it in the first place. 

Dirk Zeller is a sought out speaker, celebrated author 

and CEO of Real Estate Champions. His company 

trains more than 350,000 Agents worldwide each 

year through live events, online training, self-study 

programs, and newsletters. The Real Estate community 

has embraced and praised his six best-selling books; 

Your First Year in Real Estate, Success as a Real 

Estate Agent for Dummies®, The Champion Real Estate 

Agent, The Champion Real Estate Team, Telephone 

Sales for Dummies®,Successful Time Management for 

Dummies®, and over 300 articles in print. To learn 

more, please visit: http://www.realestatechampions. 

com/businessplanningkit/. © 2010, Dirk Zeller. All 

rights reserved. For information contact FrogPond at 

800.704.FROG(3764) or email susie@FrogPond.com; 

http://www.FrogPond.com. 

37

Grow with Us! 

Succeed with Us!

SEAN STANFIELD - Executive Agent Magazine

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