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:

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APRIL 2017 n National Mortgage Professional Magazine n

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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.

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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.
http://www.NationalMortgageProfessional.com http://www.OriginationPro.com
Table of Contents for the Digital Edition of NMP - April 2017
