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Providing You With The Relevant Technicalities




Let’s face it. When we get hiring decisions wrong, the consequences can be painful. Lost time, money and productivity, together with low morale and damaged relationships, are among the most common impacts I see.

The decisions you make about who to appoint to each role, matter not only to the individual’s success but also to the performance of your business as a whole.

Whether recruiting from within or outside your organization, bringing in talented people with culturally aligned values and behaviors underpins your ability to achieve great results through your team. Appointing people who are capable brings strength to their role and influences the success of others around them.



Have you hired someone, only to find out (soon after their probationary period) that they aren’t meeting expectations? The continual evaluation of the employee probation to confirm hiring decision is often missed by leaders.

 Consider your recruitment process complete only at the end of the employee’s probation. Take deliberate steps throughout the early stages of employment to continue your assessment of each person’s suitability to their role and your team.

 When it comes to new hires, there are two essential questions you need to ask yourself and other members of your leadership team:

  1. Do they behave in ways that we need and want them to?
  2. Can they perform the tasks of the role to the standard we expect?



Contemplate what happens when you hire people who bring strong technical skills but an inability to communicate effectively, i.e., they have the ability to do the job but struggle to perform or fit in.

The simple reality you need to face is this: the value anyone adds, no matter how knowledgeable or skilled they may be, is ultimately determined by how well they apply themselves through successful behavior.

Observe the extent to which your new team member’s approach aligns with what your business values most. If you have defined business values, reflect on how their attitudes and behavior stack up to each.

For example, creating a workplace environment that inspires and enables innovation demands an open-minded approach from every member of your team. Recognize when a new team member brings an overly directive or aggressive approach that undermines healthy robust debate.

Critically assess people’s ability to build healthy relationships with their colleagues, customers and service providers. Pay particular attention to their tendency to behave with respect and decency and earn the trust of the people they work with. Make sure they hold themselves accountable to high standards of conduct and performance.

Fairly assessing someone’s ability to perform starts with setting clear expectations and then providing the necessary coaching support.

After providing the clarity and guidance they need,



If the new hire does not meet expectations during the probationary period, here are some steps you can take:

  1. Engage in Honest Conversations Early

Provide truthful insight to the concerns you hold and help your new team member understand the ways in which they need to improve. Don’t hold your feedback till the end of the probationary period – give them an opportunity to work on it to meet your expectations.

  1. Don’t Kid Yourself

Being overly optimistic about someone’s ability to improve is unhelpful. Recognize when training or coaching is worth investing in, but also understand when the time has come for them to move on.

  1. Take The Action You Need To

When it becomes evident that despite best efforts the person simply isn’t up to the job, [art ways respectfully. Avoiding the issue will only prolong the detrimental impact a poor performer can have on your team and business.

  1. Learn From The Experience

Think back on the steps to the hiring decision and note the errors to prevent a next-time. Invest in your leadership team’s ability to accurately assess candidates, in particular their capabilities and cultural alignment with your business.





The thing to remember is that it’s a team sport. There is no way one person playing football or one person playing hockey can win the game.

Even in basketball with Michael Jordan – the greatest to every play the game – there was no way for him to win a championship without the team he had.

Without Scottie Pippen, Dennis Rodman and Steve Kerr, the Bulls would not have won with just Jordan. In fact, when Jordan went to the Wizards later in his career, the greatest of all time couldn’t pull off a winning season.

In an organizational context, it also means that we must learn to delegate and empower. The skill of the leader then becomes knowing when to delegate, when to empower and when to do things for yourself. In sports, the context may be easier, because it is usually a little more obvious when the ball needs to be passed. In the office, it is often far more difficult, which is why so may organizations have all sorts of frameworks in place.

There’s situational leadership, which talks about when you need to be directive and when you need to be supportive of your team, rules for prioritizing your work and rules on what can be delegated and what can’t. We need to use all these frameworks to then decide when you should “pass the ball”.

Don’t forget, the more often you pass the ball, the faster your teammates will develop, enabling your whole work process to become more hassle-free. That’s an important part of effective delegation. It is not just about helping you get more done, it’s also a tool to develop those around you and elevate the team as a whole.

In essence, don’t try to be a hero. You can’t succeed alone.


This follows naturally from the lesson of passing the ball, as you need a group of diverse talents to pass the ball to. Look at football for example, in which everybody has a position that best compliments their skill set.

In basketball, there are the players who make a living just by being a specialist three-point shooter or a specialist rebounder. There are, of course, those who are good at everything, like Lebron James, but they are a very rare breed indeed.

At work, we should not employ only those who think just like us, but in fact do the opposite – get people with different strengths on board. Strengths that round out the team.

Strong team composition is about more than just differing strengths though; it is also personality types, backgrounds, age groups, gender, ethnicity, etc. For example, if you have two “Dominant” types (referencing DISC profiling) in your team, you may need to set clear responsibilities for each. It is important to look at the composition of a team and make sure that you have a diversity based on what you need.

We all know that piling together the best players possible in posrts doesn’t work, right? There are many examples in basketball where teams try o to stockpile All-Stars only to fail miserably because of the lack of diversity and, therefore synergy.

Maximizing the strengths in your team is important as well. Let me use the example of James Harden and the Houston Rockets. During the 2015/16 season, they were at a 50% winning percentage with Harden the undisputed focal point of the team.

Following that season, new coach Mike D’Antoni saw something in Harden that no coach of his previously had. D’Antoni moved him to the position of point guard and brought in some specialist three-point shooters. That year, they won 67% of their games, finished third in their conference and Harden was named runner up for Most Valuable Player. What a difference putting the right people in the right job can make.

It’s the chemistry – it’s the understanding of each other’s roles that makes the pairing – or team – great. When a team becomes greater than the sum of its parts, that’s when they see the biggest returns.


In sports, the bench refers to players on your team who are not starting in the game but are ready to be called up at a moment’s notice and make an impact. So, building a good bench refers to having enough talent available for you to call upon when the time comes.

A lot of times, we focus too much on our star players and don’t give the rest of the people enough attention. But the truth is that your star players will need a break. What if you have two major projects happening at the same time, or what if your star players get sick or even leave the company? You don’t want to be caught without a bench.

We are in a VUCA (volatile, uncertain, complex and ambiguous) world and we need to be prepared for the challenges that lie ahead. Changes will be happening. Sports teams know that, and always focus on having a good bench.

That’s why great Premier League teams have academies dedicated to developing the young talents so that they have a continuous funnel of top potentials feeding into their teams. This is a good way to develop bench strength, and also to find the next star.

We do this in organizations, too, and we call it succession planning. However, it’s not enough to identify high-potential talents and groom them alone. It’s important to train up the rest of the people in your team as well. You need that bench strength to succeed.

Sometimes you may find that your bench isn’t deep enough, so it’snot even about training them – it’s about filling up the bench. That’s where football academies also do a good job by having that pool that you can work with when needed.

Sponsoring university students for internships is one way of doing this at organization level. I think we often underestimate how important this bench is for the long-term sustainable success of the business. That’s why the HR lifecycle starts at recruitment.


Hands Passing Baton

We started with pass the ball, but now it’s about passing the baton. Of course, this refers to a relay race where one runner passes the baton to another. The baton, to me, is a symbol for information.

The passing of the baton signifies communication where one member passes information to another to continue the work that was started. If you watch, it seems like the simplest thing to do. But believe it or not, that’s the part that worries these relay teams the most.

They practice it repeatedly. In 2008, both the men’s and women’s teams for the United States did not make it for the finals of the 4×100 relay because of dropped batons. During both, they were among the favorites to earn a place on the podium.

For a successful baton pass, you need to have complete trust. The person receiving takes off with a hand behind trusting that the baton will be placed there. The person giving must release as soon as it touches and trust that the receiver isn’t going to drop it. Races are won or lost on this transition. Communication works the same way.

Ever been in an argument over whether what the person said was incorrect or if the other person heard it wrongly? Well, there’s no such thing. Both were wrong for not clarifying what was said or heard.

As teams work together more, understand each other, and build trust and chemistry, they will continue to improve the efficiency and smoothness of their communication. Like married couples who can understand each other’s body language and know how to react immediately, these things take time.

So, communication is like passing a baton – it takes both parties, and it takes trust. It’s also one of the most important aspects of teamwork.

If your team is not communicating perfectly, you are setting yourself up for failure. But how do teams get the act of passing the baton down to such an exact science? With lots of practice, of course.


In a sports team, the role of the player is to play and the role of the coach is to coach. It is very clear.

As talented or self-aware as a player may be, they still need someone to guide them. To point out things that are in their blind spot. It is the same in corporate life.

You need to continuously be bale to have somebody that you can go to for guidance – someone who can observe your behavior or talk to you about your outcomes, to discuss what works and what doesn’t.

Does that coach need to be an expert? Of course not. In fact, lots of coaches aren’t even good players. Look at Jose Mourinho or Arséne Wenger, both of whom were nothing special as players but are now both ranked among the Premier League’s most successful coaches of all time.

Similarly, good players don’t necessarily make good coaches (sorry Paul Ince). I think that’s something that’s often overlooked in the working world.

I’ve been in many situations where team members expect their manager to be better than them at what they do. Often, this couldn’t be further from the truth. You see, the manager is there to lead the team to greater performance, by coaching, by setting up procedures and steering the ship; not to be the best “doer”.

Many organizations promote their “best player” to become a manager or leader. How many times have we seen this fail miserably? Being the best player doesn’t automatically guarantee that they have the requisite leadership skills to be a great manager or coach.

Focus is usually on singing out players for praise, but a great coach unleashes not only the potential of the player, but of the entire team.

Want to ace a presentation? Check out these tips…

Figure out timing

Nervous speakers often race through slides but when your audience is learning, you need to give them time to absorb what you are saying.

A rule of thumb is to allow one slide per 90 seconds of talking. So, if you’re talking for 15 minutes, you will need 10 slides.


Hand out your slides

Start by telling people they don’t need to take notes because you’re making your slides available. E-mail them or put them up on your blog. Now your audience can concentrate on what you’re saying.


Ample preparations

Fancy transitions and lots of color images don’t mean much if you’re stumbling and stammering through the presentation.

Research your subject and read wider than you have to. That way, you can speak with confidence.


Don’t leave loose ends

Every story has a start, middle and end. Your talk should follow this. Introduce your subject, talk and then present them with a conclusion.

If it’s a very academic talk, have an extra slide with references. You don’t present these but when people need to check your sources, they’ll come in handy.



Work on it at home and give a presentation to the cat or dog. Fix any bits that didn’t work or were too slow or too fast.


Do an equipment check

Turn up early and run through everything so that if you need an extra cable or something doesn’t work, you can deal with it without your audience becoming bored while waiting.



While you’re talking, you’ll see if people are yawning, twitching or looking blank.

As you’re prepared, you’ll have time to adjust your pace to your audience. Speed up slightly if they’re bored and slow down if they need to catch up.


Say thanks

You want these people to be invested, so thank them for coming at the start and thank them for listening at the end. Politeness will earn you brownie points.

Do you have trouble reading textbooks? If so, you are not alone. Luckily, it is easy to improve!


#1 Don’t let size scare you

Over the last 20 years, we have gone from broadsheet newspapers and print magazines to tiny phone screens. Media pieces have shrunk drastically and many people are frightened by the sheer size of textbooks.

Adapt your mindset. Understand that a textbook is like a gourmet meal. It is big because it is going to be satisfying.


#2 It’s a matter of practise

Start by picking up newspaper sections and magazines with full-length features. In college, understand that your first year is designed to get you up to speed on your skills. Follow the directions for all the readings. See the initial struggles as first steps on the path to success.


#3 Skim, focus, and reread

Textbooks tend to have layers built into them. The title and subheadings will tell you what the main points are. You may also have exercises that help you check for your learning.

However, the best way to read better is to skim first as it gives you a big picture overview.

Then ask yourself, “What is my goal in reading this?” See what information you need to get to grips with, reread it and focus on it.


FULFILMENT, Purpose. Those are the buzz-words of what millenials are looking for in every aspect of their lives. At the work area, job satisfaction is crucial. However, certain factors to engage employees such as a pleasant working environment and attractive job benefits are not given much attention.

With the current trend where entrepreneurship seem to provide better outcomes, favoring even more toward the socially-driven organizations, employees are noticeably shifting their purpose to the trend. While the aforementioned employee benefits are nice to have, studies have shown that half of the current workforce would take a 15% pay cut to join a “purposeful” organization. More people with high-salary jobs seem to shifting toward job that are in line with their lifes’ purpose. With that, the critical priority being money changes to passion.

Even the purpose-driven millennial tend to favor jobs that they are passionate in as long as it fulfills their life requirements over dreary jobs with higher-than-average salary. They are at a stage in their lives that is driven by their sense of significance to make a difference and leave a legacy. So, more than working only to achieve success in career, working with a purpose of self-fulfillment has a superseding priority.


Fulfillment is often associated with “doing what you love” which is the late co-founder of Apple, Steve Jobs advocated in his speech: “You’ve got to find what you love…Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work.

“And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle.”

But is it worth it all? Is finding our purpose or calling at work overrated?

Basic needs evolve from being aligned with the mission of a company (such as comfortable work environment and lucrative benefits) to searching for meaning of those needs. The employees start seeking something to believe in that is aligned to their values which make them feel a sense of importance through their contribution toward a higher purpose.

According to Gallup, this targets human emotional need; the need where meaning of purpose contributes positively to the physical and psychological health. In the case of a working person – he/she will be demotivated if not knowing how the job fits in the overall scale as reflected in the eight engagement item (Q8: The mission or purpose of my company makes me feel my job is important) of Gallup’s Q12 Employee Engagement Survey.

Purpose-driven organizations stay core to their mission by always keeping the ‘why’ in mind through consistent communication of the ‘how’ contributes to the ‘why’. That sense of fulfillment was refreshing and inspiring which led to higher levels of job satisfaction.



It is innate in us to want to dedicate ourselves to an endeavour greater than ourselves which contributes to our need for significance and meaning.

When we know that our company is able to share what we believe in plus going to where we want, we will be more dedicated.

Even when the overall involvement of the company is low, the employees can still progress productively due to the emotional and physical connection they have to their everyday job.

However, due to the company’s internal support function’s daily operations not allowing them to notice their result on the company, they are the most disengaged from the rest of the organization.

In accordance with Simon Sinek‘s “Start with Why”, many do not know the reason they work for the particular organization and how their work contributes.

Sinek emphasizes this as critical in that we have to begin work from the inside to be successful, i.e. Sinek’s Golden Circle of starting from “why” then progress to “how” and “what”.

Knowing and communicating “the why behind the what” in everything we do, not only creates higher motivation and engagement in your employees but also buy-in from your customers.

For example, Apple. it could have chosen to be simply any other computer company churning out quality products. Instead, it sells the idea of innovation, challenging the status quo, thinking differently in the way it brings beautifully-designed and user-friendly products to market.

Purpose-driven organisations consistently keep the “why”, the company’s purpose, at the core by conveying a message of “how” their contribution is in line with their employees’ presence and activity. This way the “why” will always be in mind.

So it is not very surprising when industries such as finance and health do excellently through this way.

To read more about the people who know how to find meaning organisations can nurture them best, read the rest of Amanda’s story.


It’s a hot topic these days – the diminishing importance of academic achievement in relation to the pursuit of excellence and success.

The traditional learning method can be rendered obsolete through words by people like Richard Branson and Robert Kiyosaki, deviating us to the entrepreneurial path for our development and growth.

Regardless of how flawed our conventional education model may be, there is no doubt that it still carries significant value in helping our young people cultivate the skills and knowledge necessary to navigate the world upon graduation.

We have to be careful not to throw the baby out with the bathwater when discussing traditional education. It clearly retains a great deal of worth.

However, as times change, existing education models seem to eb the most resistant in adapting to the new demands ushered in by social and technological advances.



What we need to consider – and consider strongly – is that focusing solely on academic excellence is neither helpful nor a guarantee of future success, even for those who consistently achieve top marks.

If we want our young people to be prepared for tomorrow’s challenges, it’s an absolute must to have a holistic approach to today’s education, one that includes experiential learning in equal (if not greater) measure to intellectual development.



One of the most common concerns of today’s employers worldwide is that while fresh graduates come equipped with the necessary practical skills to do the job, they often lack in real-life skills such as leadership, communication and adaptability, that are needed to cope with the everyday challenges of an industry.

Research from the Sutton Trust – a United Kingdom foundation focused on social mobility – found that over half of the teachers surveyed believe that real-life skills (often referred to as soft skills) are actually more important than academic skills in determining the future success of young people.

Tellingly, a staggering 94% of employers, 88% of young people, and 97% of teachers said that life skills are as or more important than academic qualifications.

As founder and chairman of The Sutton Trust, Sir Peter Lampl puts it aptly: “It is the ability to show flexibility, creativity, and teamwork that are increasingly becoming just as valuable, if not more valuable, than academic knowledge and technical skills.”



While the notion that a holistic approach to education is needed rather than simply teaching for standard-testing, it is proving difficult to create a deep shift in attitude, despite research suggesting that experiential learning (i.e. ‘learn-by-doing’) is the most effective learning method.

Certainly, we’ve all experienced the difference: who among us hasn’t, on at least a few occasions, zoned out during a school lesson or university lecture?

On the other hand, when we’re actively involved in the learning process, our minds remain focused for much longer and as a result, most of what we learn sticks.

Is it not time that we move past paying lip service to broadening the scope of the conventional education model, and embrace the learning methods that are best suited to the 21st century?



In the following, I mention three highly-successful people who didn’t even complete their high-school studies.

  1. Sir Richard Branson
    The British billionaire started his first business, Student Magazine, after having left school at the age of 15 and has since been involved in over 500 companies, including his famous Virgin brand. (Estimated worth: US$5.3bil)
  2. Aretha Franklin
    She has a number of honorary degrees from institutions such as Yale, Harvard and Princeton, but ‘The Queen of Soul’ dropped out of school at the age of 15 to look after her first child.
    Her celebrated singing career has been one of music’s most iconic, and in recognition of her dedication and talent, she was presented with the Grammy Lifetime Achievement Award in 1994. (Estimated worth: US$60mil)
  3. Francois Pinault
    The French multi-billionaire is currently the majority shareholder and honorary chairman of the retail conglomerate, Kering. In 1998, he purchased a majority share of London’s famous auction house, Christie’s.
    Astonishingly, his journey began at the age of 11, when he dropped out of school to work at his father’s lumber mill. It was said that he wanted to leave school, in part, because his schoolmates ridiculed his poor background. (Estimated worth: US$27.8bil)

We could say that these are exceptional people who possessed extraordinary talents, but that’s a simplistic view.

Every successful person puts in years of hard work an dedication prior to their achievements.

What sets them apart from others was that they had an opportunity to put their soft skills (such as creativity) to use, and through an arduous learning process, they were able to bring out the best of their talents and make impressive contributions to the world.

It goes without saying that conventional learning does have a role to play in the development of our leaders of tomorrow, but it is time we recognize that it is no longer the central driver for nurturing future success stories.


We have surely arrived at the point where we need to teach our young people to learn more about what’s within themselves rather than just what’s in the school books they read.



Cultural intelligence (CQ) was first defined by P. Christopher Earley and Soon Ang as ‘a person’s ability to perform effectively’ in intercultural contexts.

MSI global talent solutions identifies it as the ability to look at the global environment and understand its trends and patterns accurately.

CQ differs from EQ (Emotional Intelligence) in that CQ is covered from a global perspective while EQ from internal to create our core principles in adapting to change. Due to that, it is crucial for EQ to complement CQ.



Daniel Goleman stated in his book Working with Emotional Intelligence that there was a complaint by the heads of development at Fortune 500 companies that there was a lack of fixed standard or yardsticks available for ‘soft skills’ training.

Based on these observations, Goleman drew up a set of guidelines to improve emotional competence.

The following are the guidelines:


  1. Determine readiness

It is extremely crucial for managers or leaders to identify the individuals who are ready to undergo training.

If a person is found not ready, managers should make it a priority to develop that readiness.


  1. Focus on Clear Goals

People need to be aware of what the competence is, and the steps needed to improve it.

Poorly focused programmes for change will either lead to fuzzy outcomes or fail entirely.

Therefore, it is important to make specifics of the competence clear and offer a workable plan.


  1. Make Change Self-Directed

When people are allowed to choose their learning programmes according to their needs, the learning process becomes more effective.

One-size-fits-all training programmes help no one specifically. Have people choose their own goals for development and help them design a plan to pursue them.

Self-directed training may not be possible in a large group. Therefore, organize soft skill training for smaller groups and allow people to sign up for the sessions they would like to attend.


  1. Give Performance Feedback

Ongoing feedback from friends, managers, etc. can encourage and help direct change, Goleman claimed.


  1. Encourage Practise

Ensuring that change lasts requires sustained practice both off and on the job.

A one-day seminar might be helpful, but it can only last for a short time. The new behaviors gained need to be put into practice consistently for months before it becomes a natural thing.


  1. Arrange Support

People who are also trying to make the same changes can offer crucial ongoing support. Building a network of support will make the change easier.

According to Goleman, even a single mentor or friend will help. Reason because both sides have common goal, therefore the understanding will be practically better.


  1. Encourage

It would be better if the organization has an environment that encourages this change, with proper support provided. It is also an advantage if it shows that it values the competence, as well as allows experimentation.




According to Goleman, there are 2 key points that need to be taken note of.

  1. The first key point – each of the above-stated elements are necessary for effective learning, but are not sufficient on their own.
  2. The second key point – the impact of each element increases to the degree it is part of a process that includes the others.


If you are a big fan of getting a bit crazy inside the kitchen, then ingredients which might be slightly off-kilter (not in perfect balance) are kind of your thing. As such, there’s an awesome chance you may have really worked with a little gem referred to as infused olive oil. This ingredient appears a bit subdued in the beginning, however it’s best whilst you begin knowing the capability it has that you see the choose bomb that it is!

Infused olive oil might not be in your pantry right now, but after you get a taste of it, you’ll be hooked, but how exactly do you use it?

You would possibly have the quite right idea on the way to handle simple olive oil and the extra virgin variety (EVOO, anybody?), but this infused stuff — is there some type of unique magic that goes along side it? Of course not!


Well here are five methods to apply infused olive oil which can simply make you reconsider a few things & rush out the door to shop for some ASAP:

Cooking Flavor

If you already use olive oil, try substituting the infused stuff right in. The flavors you’re introducing will kick up your meals more than a few notches. famous flavors encompass rosemary, garlic, and crushed red peppers.


Though most infusions spoken of include on the savory aspect, there are a few which can be sweet, and while you combine the lusciousness of sweet olive oil along with your favorite dessert, you’re reaching nirvana.


Take your baked items in a new, thrilling course with this twist.

Bread Dip

Everybody is aware of the delicious dip you get while you go to a pleasing Italian restaurant. It’s peppery, salty, and has garlicky tang that hits the spot. consider how excellent it may be in your own home with the right oil!

Dimensions of Flavor

Every so often simplicity is what makes all of the difference in the world. A mild drizzle over a salad or prime steak can be truly wonderful.


Now, let’s say you go right down to your nearby market & try to locate a number of this oily liquid gold and can’t find it. Then you may need to look some place else, and depending on where you stay, you can need to order online. fortunately, olive oil producers are usually proper about having infused olive oil available.

Infused olive oil, at least for a few, is probably a piece of a cheat.
They figure that if olive oil is sufficient, it wouldn’t need to be infused with anything else. That’s a perspective that may be a bit on the narrow-minded end.


The culinary arts are all about maximizing taste any manner that you could, and it appears strange that you’d skip up at the chance to take one ingredient that rocks & not want to make it rock harder.
So, to those of you grooving in the kitchen with a flair for serious taste, infused olive oil ought to be high on your list kitchen “ought to-haves”.

Every licensed real estate agent ought to show a positive basic level of professionalism and knowledge in order to get their license in their state.

However, in the real world, all agents are not created identical due to the many traits that are involved such as experience, empathy, integrity, ethics and advertising, selling and negotiating skills.

After more than a decade, as a real estate licensed salesperson in the state of New York, I trust that the most essential part a capability client ought to take into account is that the agent adheres to the very best standards of ethical conduct. That is also a requirement of most state’s Real Estate Boards.


This article will give an explanation for, using the mnemonic method, why the consideration is crucial:

Whole; Empathy; Envision

Your agent must recognize, realize, and articulate the complete picture, not simply the relevant information. While these standards are mixed with a willingness to efficiently listen and learn with proper empathy, the agent distinguishes himself from the rest of the pack – exceptional agents envision the opportunities and serve their clients effectively!


An ethical agent needs to by no means procrastinate, but constantly proceed with well-considered timely action, i.e. one which follows-up and follows-through every opportunity.

Mind; Heart

There are both emotional and logical components of ethical representation.
The emotional component encompass being concerned about one’s clients’ best interests.
The logical component necessitates the realization that it is a responsibility and responsibility to continue with the maximum level of trusted responsibility to guard/serve the client’s best interests.
The two are as the mind/heart balance of being a high-quality real estate agent!

Integrity; Ideas; Ideology; Imagination

One need to own true integrity, mainly whilst taking a short-cut and/or the path of least resistance.
For the better, seek a person with the first-class combination of relevant ideas, quality core ideology, and the creativeness to make a full-size distinction!

Character; Cooperation; Clarity

Measure the quality of the agent’s character and willingness to continue with a willingness to cooperate.
Fantastic agents must proceed with the level of clarity which makes the entire transaction period more comfortable and less worrying for their clients!

Service; System; Solutions

Ask yourself whether the agent you hire prioritizes service and demonstrates professional marketing and selling system which presents the answers you are seeking!


ETHICS is an critical element, a necessity, of being a professional real estate agent; how one represents you with the maximum ethics and integrity!

Article by Richard Brody. Richard has owned businesses, been a COO, CEO, Director of Development, consultant, professionally run events, consulted to thousands of leaders, conducted personal development seminars, for 4 decades, and a RE Licensed Salesperson, for a decade+. Rich has written three books and thousands of articles.