Let’s look at two different selling conversation scenarios. In the first, the loan officer looks concerned, is over-selling with too much information and practically throwing themselves on their knees in front of the client, a bit like they are pleading for their life. They might not actually get to inviting the client to make a buying decision because they’re too engaged in their own stories about why the client should work with them. In the second scenario, the loan officer has good posture, appears confident, and asks, “Can I help you get your house with a great loan?” Which scenario do you think is going to be more attractive to a client?

I’m obviously over-dramatizing these scenarios, and it’s obvious which one a client will be more comfortable with in a buying decision. But I’ve seen a lot in my years in this business; what loan officers don’t know about how they are showing up in their selling conversations is hurting their business. This usually happens when the loan officer is new to sales, is intimidated when they think of asking for business, or feels like sales is a big manipulation. They don’t know they are, by default, setting themselves up to beg for business.

If you approach a selling conversation thinking about how badly you need the commission, that’s a mental set-up to beg for business. You are thinking about yourself, and your focus is on your scarcity vs. helping your client. If you believe that selling is unpleasant, that’s a problem too because you will naturally avoid or postpone having the sales conversation or it will come out strange when you do get to that point in the conversation.

Then there are the big-box banks that have high quotas; loan officers there are focusing on reaching those quotas so they might put their client into a program that is not in their best interest so the LO can hit their numbers. Call this unscrupulous or call it career survival tactics – either way, it’s not helpful to the client which is where our attention has to be focused.

The reality is that asking for a sale is good salesmanship – it’s something we call “closing”, and it needs to happen to help the client get what they want – their new home. When I ask someone for business, I’m confident I can help that person in many ways and dramatically impact their life for the better. To me, when I ask for business, I’m really asking, “Can I help you in a way I know I can?”

In fact, when I don’t ask for a person’s business, I’m being disrespectful to that person because I know I can enhance their experience. If I hold back on making an offer because of my own projected fears that I’ll be “begging” for business, or sounding too “sales-y”, I’m preventing that person from getting the best possible service through me to have their dream home. My attitude is what determines the quality of my “ask”, so my focus is always on providing the service I know will, ultimately, help that person. And when I do that, I change that person’s life.

At the risk of taking us off-track for a second, let’s look at that for a minute… how many times has someone asked to help you with a purchase or to make a decision about making a purchase – and it changed your life? If it was something you wanted but weren’t sure how to get, or something you thought you couldn’t have until someone showed you how it could be yours with their help, wasn’t that life-changing – in only good ways? A good sales conversation shows you how you can have what you want faster and easier. And that goes for your clients too.

Four Parts in A Sales Process

There are four parts in a sale: traffic, relationship, call to action, and follow-up. Each part is about 25% of the sales process.

1. Traffic is about how many people are seeing your business and being referred to it.
2. Relationship focuses on how those people who learn about or come into your business feel about you. So you could have a decent amount of traffic coming your way, but if they are unclear about the value you provide or they don’t like how you do business or, worse, you insult them in some way, you’re probably not getting the sale.
3. The call to action is one of the most critical parts of making a sale because it’s where you set up the close. You might have good traffic, and your people like and want to do business with you, but if you don’t tell them how you can help them and what they should do to work with you, you won’t have any deals.
4. Lastly, follow-up is about being efficient in the second (relationship) and third (call to action) parts of the sale. Follow-up makes the relationship more tangible, clarifies the action steps and sets the stage for the outcome of doing business together.

All businesses have bottlenecks in one of these four areas. Any time someone comes to me with a problem about sales, I look for which stage of the process they’re missing or not handling well. For example, that loan officer might tell me they’re meeting with clients and agents but not asking for business. When I hear that, it’s good news. Why? Because it means all they’re missing is a call to action, which is the quickest, easiest and cheapest fix of the four parts of the sale. It’s nothing more than actually asking for business.

What gets in the way of asking for business? I believe it’s the fear of rejection. When people say no to us in the sales world, they’re not saying, “I don’t like you,” even though that can be what we think sometimes. But that’s a lie. It’s not personal. The reason a prospective client says no is almost always because that individual doesn’t need what we’re currently offering.

I have a good example for you. Recently, I bought a set of new tires for my Jeep. I thoroughly enjoyed the sales process – the business is solid, the tires are spectacular, and the salesman – Larry – was a great guy. Imagine if Larry were to call me up today and say, “Hey Carl, you know those big expensive tires you bought? I’ve got the deal of a lifetime. For $100 – a fraction of the original price – I’ll sell you a whole new set. You just have to use them for yourself and not sell them.” What would I say? “Larry – no, thanks.” That would be my answer not because my experience was terrible, but because I don’t need another set of brand-new tires at the moment.

So when an agent tells you “no,” it just means they’re already working with an amazing loan officer and everything is working great. But you and I know things go wrong all the time; and, when they do, there is an opportunity. If their loan officer isn’t asking for business and you are, eventually you’ll win out because you’re the one who’s doing all the asking. A gentleman I saw speak at a seminar once told me an invaluable piece of wisdom. He said, “Carl, whoever makes the most offers wins. If you want to make more sales, make more offers. Ask for more business.” It just stands to reason, doesn’t it?

Business is about asking how you can serve with what you know or have to help that person. Good business means you can get the transaction done in a clean, timely way. Great business means you care about the impact you’re having with the person while delivering value on your promise to them.

So, as you’re having a conversation with someone — I don’t care who you’re talking to, how the conversation started, or what script you’re using — one of the last things you need to say is, “Can I count on you to give me a call?” Asking this question ensures you’ll close on time, secure ongoing updates, get follow-ups on your leads, and increase the number of referrals you receive going forward.

Presenting a Call to Action (CTA)

The last part I want to go over with you is what happens if you haven’t presented a call to action before. Many people think giving a call to action sounds weird and is “too sales-y.” But are the guys who talk about football “too football-y?” Are the parents who talk about good parenting “too parent-y?” No, of course not. You are in the business of making dreams come true through loan opportunities. You are in business, period. So when you talk sales, and ask for business, you are being a good steward of people’s dreams.

The first thing to remember is that a call to action only seems weird to the person giving it. What if I were to ask you, “Hey, you’ve been a member of our group and receiving these newsletters for a while now — has it been helping you?” I think most everyone would say, “Well, yes.” From there, I would respond with, “Could I ask you for a favor? If you know of another loan officer in your area who may not be part of our group, could I count on you to introduce us so that we can tell them what we do over here? I’d like to help them out, too.”

When you read that, I doubt you’re thinking, “The nerve, Carl — I can’t believe you actually asked me to do that!” In fact, you – and many others – wouldn’t find it odd at all. You might think, “Of course I’d like to help you out, Carl. You help me, and I’d like to do the same for you.”

Even though I know I can help you and other loan officers, and that my call to action is received positively, it feels weird every time I present that call to action live. However, for the person receiving that information, it doesn’t sound weird at all.

On a side note: when one loan officer does better, we all win. The only real competition we have is against who we were yesterday. So when you help another loan officer, you’re helping that person take care of their family and all the clients in their world, which you probably wouldn’t meet anyway. We attract clients who are our best fit. Generous people generate. The amazing loan officers who work with me and my team get that. We’re an amazing group… shout-out to The Freedom Club and the Mortgage Marketing Animals members!

Anyway, always remember the call to action only sounds or feels weird to you, not the person receiving or being invited to take action on it. So set aside those mental goblins that keep you from asking for business and just do it – just make the ask. That’s the secret great salespeople have discovered – they ask for business. And they make a lot of asks – with confidence, a service orientation, and clarity so people don’t misunderstand their call to action. Be one of the great salespeople – ask for the business. Do you have questions about how to close a sale? Are you stuck in a pattern where scarcity or low sales-esteem is causing you to not make an ask? Or do you have words of encouragement for others based on when you learned how to make a good ask?

Carl White, Chief Officer of Coolness
Article Originally Posted on LinkedIn

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#LoanOfficer #MortgageMarketing #MortgageExpert #LoanOfficers #LoanOriginators #Lenders #MortgagePro #MortgageBroker #FreedomSeeker #Branding #Mortgage #MortgageLoanOfficer #MortgageAdvisor #MortgageBanker #TheMortgageMarketingAnimals #CarlWhite #FreedomClub #LoanOfficerFreedom #MortgageLife #MortgageLifestyle #HomeLoans #LoanOfficerLife #LoanOfficerLifestyle #MortgageBoss #Entrepreneur #MortgageFinanceAdvisor #MortgageAdvisor

Let’s get the bottom line out of the way at the beginning – call reluctance can kill your business if you let it. Better you hear that from me now, than your future empty bank account. The good news about call reluctance is that you can turn that into calling for cash, once you understand what’s going on and just how much power you have to change it. (And I’m using the word ‘cash’ because it sounds cool… calling for ‘establishing and cultivating really great relationships’ just doesn’t have the same ring to it.)

First, know that you are ALWAYS at choice in your life. Nothing is bigger than you in your life – including call reluctance, fear of success/failure, or anything else you can name – UNLESS you allow it. So you are choosing to have call reluctance be an issue in your business after you’ve read this article.

Now there are a few factors that can contribute to call reluctance. A big one is your personal sales-esteem. Meaning, it’s about how you’re showing up in a sales scenario – confident or not-so-much? Maybe you’re new to sales, or you’ve got sales experience but you’ve heard a lot of rejection, or you have taken the brunt of people’s frustrations in your calls in the past. When your sales-esteem is low, that phone can get really heavy.

Maybe you don’t know what to say once you actually get someone on the phone. It’s that awkward moment where you don’t feel prepared with something to say or you freeze up because you can’t think for a minute. This happens in personal 1:1 meetings too. The good news is that this is easily addressed. Read on…

Maybe you have a lot of distractions – like tweets calling you out or emails pinging in or you’re trying to handle a call while getting the battery of your car fob changed. It’s hard to focus and make calls when distractions are present.  

Something that affects many loan officers is not having easy access to your call list contact information so you have to go on an archeological dig for it before you can even begin thinking about making calls. (This happens to be one I know all too well.)

If you’re like me (well, who I was back in the day), you might think you need to have more discipline to get those calls done. But discipline is a non-factor when you are fired up enough about what it is you want – think about that the next time you want Chunky Monkey ice cream at 2 a.m.! The answer on this one? When your desire (to connect with prospects) is bigger than whatever is blocking your path to it (call reluctance), you will make your calls.

It can get real easy to forget that you have the potential to change someone’s life by making that call. Their dream might be to own a home, and you might be able to make that happen for them. When you really get that, there ain’t no phone big or heavy enough to stop you from making that call.

Just like anything else in life, momentum makes achievement easier. So when you find your call rhythm, you create momentum – and you just want to keep making those calls and having conversations that matter. That’s when you finally realize calls are not about you – it’s about what you can do for the other person on the phone. When people know that, your business will just naturally grow. People don’t generally care to do business with you until they know you care about them first.

I’ve been in this business for a long time now – I won’t go into that now… let’s just say I’d have to take my shoes off more than once to count that high! Anyway, I can tell you one of the biggest secrets I know about being successful in our industry is simple — be humble. Just show up. Get out of your own way by focusing on the other person. Share how you can help someone get what they want. Make the calls. Have the conversations. Meet people. Keep it real. And, in case I wasn’t clear, make the calls.

This is a hot topic for me. In fact, I am so passionate about making calls and what gets in the way that I sat down and wrote a book with one of my good friends – Kevin Gillespie. You might know him as one of the top trainers in our business. We wrote this book to share the best of what we know. Back in the day, we didn’t have the internet or fancy marketing techniques – we had the phone and our feet. So we know what we’re talking about and we put it all in this book. In fact, it’s now a best-selling book. You can get it here: CrushingCallReluctance.com.

If call reluctance has ever been, or is right now, a factor in holding back your business growth, I’d love to hear from you. I want to know how it’s up for you… what’s your call reluctance story? How did (or does) it show up for you? What affect does it have on your business? How did you overcome it? Now is your time to make a different choice about call reluctance… how does it feel to take your power back from the phone? I’m serious — let me hear from you below.

AND… if this is something that’s a problem for you in your business today, I really want to hear from you. You can get past it – every great salesperson has had at least a brush with this issue. And many, including me, have gotten smacked by a big, heavy dose of it. Maybe it’s a rite of passage.

In any case, don’t let call reluctance be bigger than you and kill your business. This is your invitation to crush your call reluctance once and for all so it becomes calling for cash— my team and I have your back. Fill us in – we’re here to help.

Carl White, Chief Officer of Coolness
Article Originally Posted on LinkedIn

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#LoanOfficer #MortgageMarketing #MortgageExpert #LoanOfficers #LoanOriginators #Lenders #MortgagePro #MortgageBroker #FreedomSeeker #Branding #Mortgage #MortgageLoanOfficer #MortgageAdvisor #MortgageBanker #TheMortgageMarketingAnimals #CarlWhite #FreedomClub #LoanOfficerFreedom #MortgageLife #MortgageLifestyle #HomeLoans #LoanOfficerLife #LoanOfficerLifestyle #MortgageBoss #Entrepreneur #MortgageFinanceAdvisor #MortgageAdvisor

Loan officers are some of the most interesting, engaging, intelligent, creative and dynamic people I know… and that is exactly why these people can end up chasing success all over the place or, worse, never experience it.

Imagine seeing success as being a place across the river – a chaotic, rapids-filled, fast-paced river with a lot of people also trying to reach success ‘over there’. That success is about more pre-quals, more ideal client leads, more closings, more deals… it’s all just waiting for you, but you can’t get to it easily. First, you have to get across that river with challenges like fast-moving white water rapids, competition with other river-crossers in all kinds of boats and vehicles of their choice, eddies that can slow or even sink you with the distraction of trying to get out of them and maybe some alligators are in there too.

So what do smart loan officers do? They start building bridges.

For example, one bridge might be using Facebook marketing, so you get signed up and really get into the process – maybe even 80 % done with it – when you see there’s a new LinkedIn ad that promises success. So you jump straight into that, leaving the Facebook ‘bridge’ incomplete and, while you’re researching how to make the most of the LinkedIn ad, you learn about a new marketing technique from YouTube, so you get into that. You hop from one bridge to the other, never finishing the first one, and the result is that can’t reach the land of success across that river.

When you don’t finish a project (bridge), you won’t get the results you want. Then, 3–4 months down the line, you might think, “Geez, none of this works. I’ve tried everything and nothing works.” You’re still standing where you started because you never finished any of your bridges. The secret to success is focusing on one bridge at a time until you finish it, so you aren’t leaving your bridges half-built. Like my daddy used to say, “good bridges keep your boots dry.”

The 4-Part Formula You Can Use to Reach Success

I have a four-part formula I use to make sure I’m not starting a bunch of projects all at once. Maybe it can help you too.

The first thing I do is consider all the potential strategies available – I want to see my options. Then I decide which one is going to make me the first dollar or give me the first closing. At this point, it is important I not get greedy by choosing the one that’s going to make me the most closings or the most dollars. Instead, I choose the one that’s going to give me the first return the fastest. As in, I choose the bridge that will get me across to success island the soonest. Why? Because once I’ve crossed that bridge, I have income, which means I can start hiring assistants to help, and that changes everything. You are probably like me in thinking things just get easier with a little money in hand, right?

This next second step requires brutal honesty. You need to ask yourself, “How likely am I to complete this strategy (bridge)?” You have to think about your history, what you’ve achieved to this point, how much you’ve got to put into this strategy and rationalize whether it’s a strategy you are likely to complete. Does this mean you have to be able to complete every step and all the ins and outs of this project with the dotted I’s and crossed T’s? No. This means you need to be able to start with a simple project, finish it to get some cash in the door and hire people, let them flesh out the refinements, and you move on to something more complex.

For me, when I start a project and realize I’m not going to complete it on my own, after years of working with myself I have finally come to understand I need someone else to help me get through each step. This is not a pride thing! It’s a ‘gotta get it done’ thing. So be smart – get the help you need as you need it. Find a way – hire an intern, bribe your kid, go to a support group – to get enough help to get you through the bare minimum of building that bridge.

The third step is “Can I delegate it?” In other words, once you’ve made your first dollar with your completed bridge, is refining and maintaining the bridge something you can delegate to somebody else?

Remember, your biggest responsibility is to be the rainmaker – you need to make the phone ring and get the deals in the door. So when that bridge is built and you’re getting closings from it, you’re getting money to build your infrastructure. The money you’re bringing in is your tool to hire somebody to help you – so delegate that bridge and focus on doing what only you can do to build your business. That means you’re getting the benefits from getting this bridge (strategy) up and going, someone else is doing the work to keep it going and make it better, and then you can go back out to build your business. If you cannot (or will not) delegate that bridge, you have just created a job for yourself – and that’s not business-building, that’s a job.

The last step of this formula is “Does it look like fun?” In other words, is this strategy (bridge) something you will enjoy working, at least in the early stages? Let’s face it: people do what they like doing. If you don’t enjoy something, it’s going to feel like a chore and you’re not going to want to work it. Or, if you’re like me, you might even end up sabotaging it because you sideline it, or it somehow ends up on a reject pile no matter how much you want to get it done. Go with a strategy you’ll enjoy and the whole thing will be that much smoother – I guarantee it.

One last point – here’s a good way to keep track of all your bridges and ideas for bridges. You might be more high-tech than me, but I find it works to keep a little spiral notebook in the front left pocket of my jacket. I keep an ongoing list of good ideas I hear so I can refer to them whenever I’m ready later. Why? Because I want to keep going on my original project – my current bridge – so it gets done.

When I have finished that bridge, say No. 1, then I look in my notebook to determine my best options and start this process over again. I determine which is the fastest-producing strategy and start working it – let’s call that one No. 2. I do not even think about No. 3 until No. 2 is complete. But when I’m ready, I pull out my notebook and use this 4-part formula to help me choose the right strategy and stay focused on building and finishing my next bridge.

Building bridges, for me, means victory. I feel like a winner because I have reached success in the way I chose and built, I have money in my pocket, and I get to keep that success going by being a good delegator. All that means I am being a business-builder by having a team and systems in place, so I can delegate keeping that success going to one of my wonderful team members or hire someone new to join our team and help. The wins just keep coming at that point.

What half-built bridges do you need to finish? They say writing them down and making them public is a commitment that helps you make it happen.

Want some help with that? Take advantage of our FREE strategy call offered to all loan officers at www.LoanOfficerStrategyCall.com

It’s clear you need a team to close more loans – that’s just how it works. Think of yourself as the rainmaker who circulates in your community and gets loans in the door. From there, your team needs to handle the details. There are two primary operating models for such teams; I like to call them the Assembly Line Model and the Pod Model.

The Assembly Line Model means that, when a lead comes into your team, someone takes the application – usually you, the loan officer. From there, that file gets handed off to a team member who orders out the file, then hands it over to another team member to print the documents, which the client

signs. Then these signed documents are passed on to another person, and someone after that, until the loan is closed.

In other words, it’s borrowing the concept of efficiency from manufacturing – think Henry Ford assembly line. There are a lot of different people doing individual things. Each does what they do and passes it down the line to the next ‘specialist’. Now, I have to say I’ve never cared for this model. Why? Well, first, because it’s based on a product assembly model which is very different than what it takes to serve people well. It’s incredibly inefficient for a services-based business, and it costs more than it’s worth agonizing over. It’s also hard to scale when each team member is a specialist (what if that person is out and something happens on that file?).

Top all that off with the fact that, if a loan doesn’t close on time, we don’t know who to look at for what potential oversight or problem affected the file because there are too many hands on it. You don’t know what part of your system is compromised or broken. The picture in my mind is the file becomes a ‘hot potato’ where each person wants to get their part done and passed down the line. There aren’t any checks on quality at each step, and nobody is responsible for overseeing the whole file.

However, with the Pod Model, you know exactly where to look for issues because one person shoulders a lot of the responsibility. The loan officer takes the application, sells the deal, and then hands it off to someone who becomes the ‘crew chief’ of that file. That person oversees the details, even if they are delegated, so there is consistency and clarity about the status of that file. So the ‘pod’ within the Pod Model is that the file has its own ecosystem (think of an egg, where everything is self-contained). This pod / file is monitored, maintained and accounted for by one loan officer assistant, regardless of how many hands touch that file.

There are two methods by which the Pod Model can function: Lead to Closing and Contract to Closing.

You, the loan officer, are in charge of making the phone ring and bringing in new business. Once that phone call comes in, your receptionist answers it and directs your client to your loan officer assistant (LOA), who is now in charge of that client and file. Your assistant (LOA) will take that application and get that information back to you so you can call that client back and sell the deal. This is the Lead to Closing method and, on average, we’ve found that LOAs can handle about eight files monthly this way.

In the Contract to Closing method, you – the loan officer – takes your clients’ applications, meets with your clients and sells the deals, then hands the deals off to your assistant. Using this method, we’ve found that LOAs can handle about 12 files per month. Once you get anything higher than that, it’s a good idea to hire a second (or third) LOA to keep up with the new clients coming in your business door.

The good news is that it’s much easier to spot a problem within the Pod Model than it is with the Assembly Line Model. For example, if you have three LOAs, and each of them receives a lead as they come in (the first goes to LOA1, the second to LOA2, the third to LOA3, the fourth to LOA1, and so on), they’ll have the same amount of leads and closings. In my company, we close about 25% of all our leads, so if each of our LOAs has about 40 leads, they should have around 10 closings per month. If one LOA has 40 leads and has only closed four loans, we have a problem we can see and fix quickly.

In my opinion, I believe the Pod Model is a much better way to form a team. It’s far easier to spot a mistake and correct it than when using the Assembly Line Model and allows everyone in your team to learn the ropes of each step. If someone goes on vacation, there is coverage within the team to pick up the slack because they’ve been trained in multiple areas – unlike the Assembly Model, where people are only tasked and trained in one area.

If you have experience with either model, I’d love to read about it in a comment below. Does your experience echo mine or have you learned how to do something cool with the Assembly Model? Share your tips on managing a team so we can all learn from you because that’s how we roll here. Thanks in advance.

Carl White, Chief Officer of Coolness
Article Originally Posted on LinkedIn

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#LoanOfficer #MortgageMarketing #MortgageExpert #LoanOfficers #LoanOriginators #Lenders #MortgagePro #MortgageBroker #FreedomSeeker #Branding #Mortgage #MortgageLoanOfficer #MortgageAdvisor #MortgageBanker #TheMortgageMarketingAnimals #CarlWhite #FreedomClub #LoanOfficerFreedom #MortgageLife #MortgageLifestyle #HomeLoans #LoanOfficerLife #LoanOfficerLifestyle #MortgageBoss #Entrepreneur #MortgageFinanceAdvisor #MortgageAdvisor

Jack Roush is a multi-millionaire and renowned race car engine builder. He is most famous for building NASCAR engines for his race team. He’s so well-known for building the best engines that Jack’s competitors buy them to race against him. They walk into his store, buy his engines, and then use their cars to race him — he’s that good! I was listening to an interview when the interviewer asked, “Jack, what is it that makes you so great? What makes you a world-class engine builder?”

“It’s really quite simple,” he said. “Here’s what we do: we get an engine and put it on the engine block in the shop. We start up the engine, let it warm up until we can get it to full throttle — like putting a brick on the gas pedal — and then my team and I go get a cup of coffee. We don’t come back until that engine has blown up. Then we tear it apart and see what broke. Let’s say it’s a piston ring. I will build a better, stronger, and faster piston ring.” Jack and his team then put the engine back together again and repeat the whole process. “While all my competitors are afraid of breaking, here at Roush Industries, we embrace breakage. We encourage it because I’ll build a better, faster, and stronger machine.”

How does this relate to you? Well, I know you’re afraid sometimes to turn things over to your team. What if something goes wrong? What if it breaks? Well, it’s got to do that. Until you know what breaks, you don’t know what or where the weak link is in your system.

When something fragments, you naturally build a better, faster, stronger system, or hire a better, faster, stronger person to take on that role. The key to taking that action is you’ve got to let your current system fail – you’ve got to run your engine hard to see what happens.

Quite often, you will discover that your engine does not break; in fact, it might run just fine. That’s ok. You’re testing the edges so you can fine-tune as you go. And when it does break, celebrate because now you can make your system even better.

So what could break in your mortgage business system? It might be your call-back process, a team member who isn’t trained to recognize the signs of a deal going sideways, a referral partner who changes lanes on you. Whatever breaks, and whenever it breaks, of course it doesn’t feel good. You may lose a deal or a referral partner. That’s going to happen. You certainly don’t want it to happen… but, really, you do.

By losing that one deal or referral partner, you will gain the next 20 by figuring out what broke. You have to be okay with breaking your engine, or at least testing it to see if it will break, and when it does, find out where it broke so you can build a better, faster, stronger system for that particular piece or situation in your loan advising process.

In fact, just for fun, humor me and do a mental exercise right now. Imagine your business is 10X what it is now – meaning, everything is ten times more than it was yesterday. You have 10 times the pre-quals, the referral partners, the leads, the calls to make, the meetings to have, the networking to do. You have 10 times the marketing initiatives, the number of team members, the number of mortgages you and your team are processing. Literally take one process from start to end – then imagine that ten times all at once. Blow the doors off your business in your mind.

After the beads of sweat have dried from your palms, think about what happened in that mental picture. If it caused your heart to race in a not-good way, great! Stress-testing your engine mentally is a lot better than doing it in the real world. What happened? What did you see break in your mind’s eye? Do you need to document processes? Do you need to train your team members better? Do you need to hire new team members? Is it time to invest in better technology to streamline the process? Do you need to start taking more apps online? Do you need different office space? Do you need to become a better delegator? How did your leadership skills handle the 10X version of your business?

If you can find something to make better, faster, smoother, stronger in your mortgage business as a result of that mental exercise, great! Fix what you found. Then do it again – this time with your team members. Everybody needs to do that same exercise in a group, where you can write down what everyone sees as a potential problem. This is about team-building as much as it is about business-building. Whatever comes up, take those things on to make them better before they impact your business.

Now you’re ready for the real-world engine test. Amp up your activity to see how your business system works. Hopefully you won’t see any breakage but, when you do, give thanks because that situation will help you grow your business faster than just about anything else you could do.

When’s the last time you tested your business engine? What did you fix?

Carl White, Chief Officer of Coolness
Article Originally Posted on LinkedIn

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