NMP - April 2017 - 10
Recruiting, Training and Mentoring Corner What is Your Long-Term Leadership Vision? BY DAVE HERSHMAN have previously illustrated the differences between managers and leaders, especially as they apply to the mortgage industry. Managers "manage" situations, while leaders change situations through the implementation of positive forces. In doing so, I illustrated the differences between a manager and a leader with the following examples: I APRIL 2017 n National Mortgage Professional Magazine n NationalMortgageProfessional.com 10 l l l l l l l l l A manager has goals, while a leader also has a long-term vision of where they would like to lead their team. A manager tells people what to do. A leader leads by example. Managers micro-manage, while leaders delegate. A manager quells fires, while a leader prevents them. A manager communicates when necessary. A leader communicates proactively. A good manager implores their loan officers to followup, from the prospect stage to closing their pipeline. Leaders lead by example in this regard as well. Managers hire producers. Leaders retain those producers. Managers are great talkers. Leaders are great listeners. A leader's integrity can never be in question. Managers are reactionary, but because leaders are proactive, they are likely to be more consistent in their direction of leadership. l A great leader carries a positive message all the time, while the manager is not as consistent in this regard. Today, we would like to focus upon the first and most important point-a leader has a vision. It is from this vision in which a company's or branches goals are formulated. More importantly, this vision must be communicated from the start of the hiring process and throughout the organization on a consistent basis. For example, so many managers tell me that it is so hard to recruit. My reply often is-what is the vision that you are communicating to your prospect? And does this vision correspond to their vision. If there is no vision communicated, then you will be recruiting based upon facts such as the commission plan, programs and pricing. And it is tough to compete that way. When speaking to prospects in the past, I have often ask questions such as: If you made 10 basis points more per loan, how would that help you achieve your longterm vision of the future? Many of them were stunned by the question. Not only because they had never heard it before, but because they did not have a vision. And when they did not have this vision, I started probing and helping them formulate the vision. Frankly, without their vision, how would I know I wanted to hire them? Of course, if you don't have a vision as a manager, how would the prospect know that this was the right place for them? Not only with regard to alignment of visions, but also to determine how they can help the organization achieve their vision. Thus, I come back to the central question for today ... As a leader, what is your vision for the future? Your vision should include the culture you want to create, the goals you want to achieve, and where you want the organization to be in the future-say five years down the road. You would be surprised at how many in the industry are looking as far as their next paycheck, and no further. When I say organization, this could mean a large company, a region, a branch or even a team. I understand how stressful this business is-especially if you are producing and managing. But meandering every day to survive certainly does not reduce that stress. The vision should include what is expected of your team members and how you would like them to progress in the future. For example, what if a loan officer wants to become a manager five years down the road? How can you help make that happen? So many loan officers are made managers because they are top producers and a position came available. But wouldn't it make sense to help them gain the skills as they grow. For example, perhaps they could help you conduct sales meetings, interviews or help you mentor someone coming in the industry. This is a prime example of your long-term vision aligning with their vision. If your vision is to grow a branch into a region, you need each member of the team helping you along the way. What I am describing is exactly why the vision is not just communicated up front. It must be communicated on a regular basis. What would you like your team to look like? If you can help each team member reach their goals, how will that help you reach your goals. This is a very simple concept. But then again, it is not easy. When you are trying to get loans closed and are fighting fires, keeping sight of the forest from the trees is very hard-especially if they are burning! Sometimes we just need to slow it down, open our eyes wider and take in the path which will get us to the clearing. Dave Hershman is a top author in this industry with seven books published, as well as the founder of the OriginationPro Marketing System and the OriginationPro's online comprehensive mortgage school. Dave is also director of Branch Support for McLean Mortgage. He may be reached by e-mail at Dave@HershmanGroup.com or visit OriginationPro.com.
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