<< Road continued from Page 110
“Treat goal-oriented tasks with the same
Those last two questions are the most
importance as any other deadline.”
important because ideally your new con-
tacts will name qualities or habits that
their favorite loan originators have, which
prospects and focus on developing
relationships, the success metrics will
creating a more successful business-
you can then emulate, as well as areas
those relationships. If borrowers plan to
fall into place.
development plan is the most critical. It
where they fall short, which provides you
renovate their house after closing, for
entails setting a goal.
an opening to offer to do better.
example, follow up later and ask how it
Set and track goals
Where most people fail is by making
Another option is to view previous
went. Admire their photos and compli-
How many calls did you make last year?
their goals too general. Like many peo-
borrowers as a potential source of new
ment their taste. It is guaranteed that
Probably only 10 percent of origina-
ple, you might have made a resolution a
business and make a point to culti-
you will stand out in their minds.
tors can actually answer that question,
couple months ago to lose weight. But
vate relationships while working with
The key is to make all your contacts
and the chances are good they are
how much? How will you accomplish
them so you can reach out later. Think
more relationship-driven and less
the most successful 10 percent of pro-
it? What’s the timeline? The same holds
of current borrowers as future business
transactional. When you deepen your
ducers in their shops. The last step in
true for business goals. It’s easy to say
you’re going to make more sales calls
this year, but what does that look like?
It’s imperative to quantify the goal so
you are driven by a specific plan.
Do you want to make 20 calls per
week? Then guard the time on your
calendar and treat goal-oriented tasks
with the same importance as any other
deadline so you can execute on those
goals. Are you making more personal
visits? Plan your route so you know ex-
actly where you’re going. Any time you
can add concrete details to a goal, it
becomes more real — and more doable.
This also allows you to track your
goals. When you pursue a vague goal
like “make more sales calls,” you can’t
determine if you actually succeeded.
But 20 sales calls a week is tangible
and allows you to review and see what
techniques worked the best. Were 20
calls sufficient or do you need to ramp
it up or try something else?
Along the way, make sure you keep
track of what activities you have per-
formed in a spreadsheet, on a phone
app or just as notes on your calendar.
This will give you a record of what
worked, which can eventually become
a blueprint for planning future goals.
At the end of this year, you can
look back and see which business-
development efforts paid off, and real-
istically determine what you need to
do more or less of to achieve even
greater success. How much volume did
you close and how many sales calls did
you make? If your goal is to be in that
top 10 percent, this is the roadmap to
get you there.
n n n
These business-development tech-
niques largely involve a shift in mind-
set and some mental effort. The payoff
will come when you realize the inher-
ent benefits you can gain by conquer-
ing procrastination, looking beyond
deadline-driven goals of merely sur-
viving today and embracing activities
that build your pipeline for tomorrow. n