Here's how you can address underperforming team members in the real estate industry.

As a successful sales manager identifying expectations at hiring, and providing a road map of activities on day 1 can help avoid underperformance. With a clear daily, weekly and monthly performance objective issues will come to light quickly. Having a set weekly meeting to provide feedback and identify areas of improvement is critical for continued success.

It's important to check if the team member's workload is balanced or if they need help prioritizing tasks for better productivity and focus.

Addressing underperforming team members in real estate requires a balanced approach. Start by identifying specific issues and their impact on objectives and client satisfaction. Conduct a private meeting, offering examples and assistance. Establish clear improvement goals and a timeline. Provide ongoing feedback and support, addressing setbacks promptly. If performance doesn't improve, escalate with formal plans or disciplinary actions, ensuring fairness and compliance. Balancing empathy with accountability fosters team cohesion and success in real estate.

Are the measurement areas aligned directly with the strategy for the business? Is the underperformance a pattern over a day/week/month? Performance could be down to personal issues affecting the individual so establish this before recommending any actions. Look at the length of the under-performance. A week could be a 'Blip', two is a 'trend' longer is an 'issue'. If the issue needs addressing, is the individual aware of the performance, ask "what actions do you think need to be considered to improve"? it sometimes could be an issue with the business that needs rectifying to solve the problem. Set realistic short-term goals and support the individual or team. People do not generally turn up to work with the intent of failing so help them.

Unclear expectations or role ambiguity can lead to confusion and frustration, hindering productivity. Be clear on what the team member understands to be their role and responsibility;It may not necessarily be an underperformance issue in their eyes, simply a mis-understanding of what you expect them to achieve.

I believe the goal also has to be easily achievable and stackable. Picking an audacious goal is recommended and encouraged but we must then break that goal down into smaller more manageable sub-goals. To run with the example given, if a realtor is struggling with sales and we have already identified the problem is leads, we would set a macro goal of 2 sales per month. We would then break that down into sub-goals that the realtor can control and can be time-blocked on a calendar. A few examples would be, making 50 calls per day, door knocking twice a week for 2 hours or hosting 2 open houses a week. All of those goals don’t require an outside force to make happen, therefore increasing the chances that they get accomplished.

En este sector es bueno brindar el apoyo necesario a los compañeros y lograr así un enfoque optimo en las tareas diarias y contar con esa relación de equipo siempre

Termination should be considered when performance consistently falls below expectations despite efforts to support and improve their skills. It's important to first address any issues through clear communication, training, and support. If improvement doesn't happen, it may be necessary to let them go to maintain the integrity and effectiveness of your team. Schedule a private meeting to discuss the decision, providing specific reasons for the termination and offer support in their transition. Getting let go can serve as a wake-up call to reassess their skills, performance, and career goals. It can also be an opportunity for them to find a better-fitting role elsewhere that aligns with their strengths and interests.

Assessing if the employee in question is aware of his/her shortcomings may help the turnaround process. Some times realisation in itself may act as the catalyst to initiate positive reinstatement and reforms.