#1 It’s Not OK to Quit Your Job but Still Come to Work

Show Notes

What happens when an employee still shows up to work but has clearly stopped trying? They have quit their job but are still coming to work… sometimes this might be the result of the employee not knowing what winning looks like! On this episode, Chantel Ray of Chantel Ray Real Estate talks with the COO of Chantel Ray Real Estate - Heather Roemmich - about ways to create metrics for team members so that at any time, your team knows what’s expected of them!

For more resources, visit https://www.reallifeleaders.com/podcast

Have a leadership question you want answered? Email [email protected] and you might even be in an episode!

Transcript

Chantel Ray: Welcome to the Real Life Leadership Podcast where we share real life stories from real life leaders to help you become a better leader for your organization. I'm Chantel Ray and each week I'm joined by a different leader. And today I'm joined by Heather Roemmich. Welcome, Heather.


Heather: Welcome. Hello.


Chantel Ray: All right. Well, this show today is called, It's Not Okay To Quit Your Job But Still Come To Work. So this is an episode where we're saying what happens when an employee still shows up to work, but has clearly stopped trying. They have just quit their job but they're still coming to work and just kind of pretending like they're working every day.


Heather: Yeah, they've totally, mentally, physically checked out.


Chantel Ray: So one of the things that we're going to talk about today is a real life story. And this is actually with my company and Heather, tell what happened.


Heather: So basically, we had an employee in one of our departments and their main job is to, they're answering incoming calls and they are placing outbound calls to leads to try to get business and appointments for our clients. So their ultimate goal is to set appointments and it's not the most thrilling job in the world. Actually, if I had to do it, I would probably want to pluck my eyeballs out but-


Chantel Ray: Well, it's because it's a lot of-


Heather: It's tedious.


Chantel Ray: ... well, and it's a lot of outbound calls and then you have to sit there and dial, dial, dial. You get a lot of rejections. So it's just tough. It's tough.


Heather: It's tough. It takes a special person.


Chantel Ray: And a lot of grit.


Heather: Yes, it takes a lot of grit. But this department really drives overall success of our company. Without them we don't have business to give to our clients. So-


Chantel Ray: So we're going to call this employee David. To actually tell the story, we're going to call his name David.


Heather: So David was showing up on our performance reports near the bottom and after a couple of documented conversations, we decided that David just didn't have a place on our team anymore. He'd kind of quit without quitting. He was showing up everyday, but he had quit his job.


Chantel Ray: He didn't, he just mentally quit.


Heather: He mentally, Yeah. He wasn't there anymore. So once, David said that the decision was a surprise to him and he just didn't understand why we were letting him go. And he also thought that there were other people on the team who had, that were lower performers than he was. And so when after he left our team, he ended up posting some vocal criticism about the company on social media. And in the public criticism he actually, he also thought that race played a factor in the decision because he thought that one of the other team members who was not let go had lower performance than him. So what are some of the things we could take away from this story that we can kind of learn from and change?


Chantel Ray: Basically he said, because I'm black, that's why I was let go even though-


Heather: The first problem that we have here is why did David not know while he's still on the team? That was the first issue that we kind of encountered. And what we realized was that we did not have clear performance metrics laid out for them, so they understood what they were to do. It was kind of muddy.


Chantel Ray: So one of the things we now have on every report is, what does winning look like? So that is a really important piece that every single job and other people, they call them KRAs.


Heather: [crosstalk 00:03:29] Key results areas.


Chantel Ray: I don't like, we never use that because it's like KRAs, is what is that? Blah, blah, blah. No, we just say, what does winning look like for every single job? What does winning look like?


Heather: Yeah, and it's really important because if you as their leader don't know what winning looks like, then you don't know if they're doing a good job and if the employee doesn't know what winning looks like, they don't know what's expected of them. So there's a couple of things when you're figuring out what winning looks like, I think that as a leadership team, there's two different things you need to do. You as the leader of them need to write what you think winning looks like for their position. But you also need to have them write what they think winning looks like in their position.


Chantel Ray: Yeah. So lets talk about the three areas. Let's really dial in for our inside sales team. What are the three areas where we say we measure? What does winning look like for them and their department?


Heather: Yeah, so there's three different key areas we look at. One is how many outbound dials are they making a day? So there's a required amount of actual calls they're required to make each day. It's really simple. They come in and they know they have to make 50 seller calls and 50 buyer calls. Plain and simple, no questions asked. The second one is-


Chantel Ray: And so for that scenario, this is a perfect example. He was coming in and maybe making 30 calls to sellers and 30 calls to buyers when we clearly said, hey, you've got to make 50 per day. And it shows, I mean that's not a matter of skill, that's a matter of will. That's just, we know with your eyes closed, you should be able to call that many people in an eight hour span. Right?


Heather: Right.


Chantel Ray: So if you're not doing it, that's what we're talking about. We're saying, look, it's not okay to quit your job. You're basically quitting your job when you're just flat out saying, I'm not going to make those calls.


Heather: Right. The second one was how many appointments are they setting a day? So they're required to set a minimum of seven appointments a day. Really simple. That's how many it is. So now we have up on the screen, they can see as throughout the day where their progress is of how many they're setting. And the third area is the show percentage. So how many of the appointments that they set actually showed up to meet the agent and that we want them to be at a 50% show conversion. And so now they have these three key results areas or what winning looks like up there on their screen. So they can see it everyday.


Chantel Ray: [crosstalk 00:05:56] actually, 50% is the absolute minimum. 70% is the goal. So it's like if you're doing 50, if you have less than 50% then we just know there's major problems. But talk about why some people don't show and what that show percentage means.


Heather: Yeah. So there's a range of factors of why people don't show. One is that maybe a tentative appointment was set to the client, didn't think that it was a real set [inaudible 00:06:28] appointment. One is they talk to a lender beforehand and realize they're not pre qualified, so they cancel the appointment thinking it'll be a waste of their time. One is, life gets in the way and some people just don't, one of our core values here is just let your yes be yes and your no be no. And unfortunately that's just not a lot of people's core values.


Chantel Ray: It's unbelievable.


Heather: They'll say yes to something and then they just don't show up for it. And so-


Chantel Ray: Or they just get home from work and they're-


Heather: They're tired.


Chantel Ray: ... exhausted and they're like, forget it. I'm not in the mood.


Heather: Yeah. And they don't want to get back out in traffic. It's raining, and the kid's sick. There's all kinds of different factors that play in why they don't show up. But that's why we really, really want to push them to set quality appointments that are setting up and that's why we're looking at their show percentage. Because if we just looked at how many appointments they set, they could set 25 a day, but 21 of them don't show up.


Chantel Ray: Yeah. And I think in the beginning, one of the things that we do a really good job of, is when it's a job that we've had for a long time, let's say it's a branch office administrator or a transaction coordinator, it's pretty clear, we have really defined things where we go, look, here's what winning looks like, every day you've got to do a, b, c, d, and e. Here's your goals, here's what it looks like. The problem comes in when the job description changes a little bit. Or the problem comes in when we create a brand new job and we're like, oh, we need this. Right? So like we just hired a web intern. Well, with that web intern, before we hired that person, did we create a what does winning look like for this person?


Heather: Right. And that should ideally be created before the job is ever even posted.


Chantel Ray: Yeah. So we need a very clear job description when they come in that says, here's what that job looks like. Number two, they need like a daily, a weekly and a monthly checklist. Like every day, here's what I need to be doing. Every week, here's what I need to be doing. Every month, here's what I need to be doing and here's the goals I need to be hitting in order for this job to be productive and add value to the company.


Heather: Right. I think another thing too is having them, once they're hired write down what winning looks like back to you so that you make sure that they understood what, when you described to them, this is what winning looks like for your job and they agreed to that. Then having them actually write it back down on paper and give it back to you to make sure there was clear communication there. Because I think sometimes, what people say and what people hear are two different things and you want to make sure that it's really, really clear. What [crosstalk 00:09:09]-


Chantel Ray: Oh, my gosh. And how many times have we had it where people are like, we've literally written it down and we've had them sign it and they're like, well I had no idea I had to do a, b, c and d and we're like, okay, let's pull out the sheet. And then we pull out the sheet and they're like, oh, I must have missed that. So because people are not, they don't, like me, I don't like to read. So you all sign it without actually reading it. So that piece that you just said of having them repeat back to you, do you understand what you're in charge of doing every single day? And number two, do you understand, I love that phrase. What does winning look like? For you to be employed here and for you to maintain this job, what does winning look like? And I would say we have it for about, unfortunately we have it for all of our key roles. And so it's like 80 to 90% of our positions have that.


Chantel Ray: I think it's our newer positions that don't. And it's also just, there's a couple of positions that are harder to have that and we just need to dial in and go. Every position has to have that no matter what. Otherwise, why do we have the position?


Heather: Right. Exactly. And I think it's really important that we also are measuring those what winning looks like every year. Sometimes a couple of times a year.


Chantel Ray: I think every quarter. Every quarter, well, first of all, one of the things we do is talk about our monthly report card. Every person has a monthly report card of what they should be checking off each month. So give an example of one.


Heather: So let's talk about, like our managing partners, for instance. Okay. So they have a monthly report card. It looks at several different things. One, it looks at how many agents did they hire. So their main job is to recruit agents to grow their office.


Chantel Ray: Well, talk about CPR.


Heather: Yeah. CPR.


Chantel Ray: So we have a code word for a managing partner.


Heather: CPR, like What keeps your office alive? So C is for conversion, helping agents convert the leads and appointments that they're getting. P is for production. So helping push their agents to produce. We don't like to have non-producing agents.


Chantel Ray: Like if they don't want leads or they're a season agent, they go, we don't need leads. We can do our own [inaudible 00:11:21].


Heather: Yeah that's fine.


Chantel Ray: They just still want to be able, we want to get them producing more.


Heather: Right. We still want them to produce it. And lastly, R is the recruiting. So the only way your office can grow is to recruit. Every office, every business has natural attrition. So people are going to leave and move and move out of the area and do different things. So it looks at those three different areas. It looks at how many people they hired each month and they get a percentage based on that. It looks at how many people they lost that month because attrition is also, we want to make sure we're keeping the agents that we are hiring. It looks at their conversion percentages. So of the appointments that their agents and their office were given, how many of them did they actually convert to, a buyer broker or a listing, that's what we call them here in Virginia.


Heather: And then out of those that they actually converted it looks at a ratified percentage. So how many of those they actually get under contract. And then it looks at their volumes, so that's the production. Of the agents that they have, what is the production of those and what was their volume based on year over year, how much they've increased the office and what they're budgeted to and it takes all of that and it spits out a score and our scores are one to five. So a five means you are just doing an amazing job.


Chantel Ray: But it specifically says, it says if you hire this many people then you get a five. If you hire this many people, you get a four. If you hire this many, you get, but every single position needs to have that in a rating score. And then we actually play a song. So when you're hitting a five we're like, man, that's when we play the song.


Heather: Between a four and a five.


Chantel Ray: Yeah. If you're doing a four or five that's, you're just knocking it out of the park. If you're doing a three to a four, that means you're just doing mediocre. Like you're doing okay.


Heather: You're doing the bare minimums of your job. Like you're doing an okay job, you're doing what's required of your job, but you're not doing that great.


Chantel Ray: And once a month we literally all sit down as leadership team and go, okay, what is your report card? And we play that song.


Heather: We do.


Chantel Ray: So we say, okay, we do the either all I do is win song or I do the, I don't want no mediocre.


Heather: We kind of try to make it a fun way. But also people don't want to stand during that song. So it encourages them to try to get up to that higher, push themselves. They know what their report card is.


Chantel Ray: There's times where we have to review, because like we have one person, one time member and like for two months in a row we knew their performance wasn't that good, but they were like singing and dancing to the, all I do is win, and dancing. I'm thinking to myself, someone's got to review that. What does winning look like on the report card. Because in my mind, that person's not killing it. So we have to go back through and say, all right, this isn't working.


Heather: Especially if you have a growing company and you're changing a lot because you're growing, you're in a market that's changing. You do have to revisit what winning looks like frequently because their role is going to change. They're going to add more staff on and so if they're still, if they're hitting fives every month, you need to look at it because that's not stretching them. They need to be, it needs to get them to kind of push a little bit to grow. That's how you grow leaders. That's how you grow your employees. And that's how you grow your company.


Chantel Ray: Yeah. So the moral of the story today is that everyone needs, the manager and the employee needs to know what does winning look like and it needs to be clear as mud. Joke. That's a joke. But it really does. It needs to be crystal clear and you just need a critique it every quarter [crosstalk 00:15:00]-


Heather: And not only do you have it, you need to hold people accountable to it. That's the big thing. A lot of people will say, Oh yeah, I know what it looks like, but we don't really check up on it.


Chantel Ray: Exactly.


Heather: No, you need to hold them accountable.

 

Click to Show More

Close Menu