This week my travels first found me in beautiful Anguilla for the 2019 Berkshire Elite Circle Conference. The exclusive Caribbean oasis—measuring just 16 miles long and three miles wide—is the ideal spot to celebrate the achievements of the top 50 Berkshire Hathaway HomeServices network brokerages … and the illustrious leaders who lead them. Standing among the network’s elite brought to mind an important question: What turns a leader from a front runner into a champion?
By Gino Blefari
This week my travels first found me in Minneapolis for the Annual HomeServices of America, Inc. CEO Conference and tomorrow, I travel to sunny Miami. Finally, I’ll land in beautiful Anguilla for the 2019 Berkshire Elite Circle Conference.
Caribbean paradise aside, let’s return to Minneapolis—ranked, by the way, as one of the sixth Best Places to Live in America by the Travel Channel—and to this year’s CEO Conference. For the 2019 meeting, we invited not only the CEOs from our HomeServices of America companies but also the CFOs.
By Berkshire Hathaway HomeServices CEO Chris Stuart
There’s a 130-year-old giant whose been largely “napping” for the past 40 years. But, it appears that the D.C. machinery is gearing up to poke the old giant into action. And who is this giant? It’s the FTC’s antitrust laws born in 1890. The Wall Street Journal’s Jacob M. Schlesinger, Brent Kendall and John D. McKinnon address the escalating situation that could put some of the world’s largest tech companies in the antitrust spotlight in their article, “Tech Giants Google, Facebook and Amazon Intensify Antitrust Debate.”
This week my travels found me in Irvine, CA for an action-packed agenda. First, I completed a webinar with Debbie De Grote, next I recorded a podcast with Tom Ferry, then I met with Berkshire Hathaway HomeServices and Real Living Real Estate team members and finally, I participated in a Mavericks Think Tank and Peer Review.
This week my travels found me in Dallas, meeting with Chris Kelly, president and CEO of the Ebby Halliday Companies—Ebby Halliday, REALTORS®, Dave Perry-Miller Real Estate and WilliamsTrew—and his great team. During the two-day meeting, I spoke with both managers and agents.
On the first day, despite heavy rain and rolling thunder, managers filled the room and we discussed the importance of a system, recruiting and retention, as well as all the aspects of real estate operations.
On the second day the skies cleared, and I presented to agents on how to have an unstoppable mindset and routine for a breakthrough in production to have the best year yet. Though the crowd was large, the sentiment was inviting; presenting to the group felt like speaking with colleagues who quickly became friends.
Such a welcoming atmosphere as evidenced in Dallas is symptomatic of an organization with a strong company culture, where collaboration is encouraged, and innovation is seen not as a threat but as a strategic opportunity for growth. It’s the kind of ideology you’d expect from a small company, and one a business of any size should espouse.
No matter how big your company is, here are a few powerful characteristics of a small company that should be universally adopted:
Embraces—and doesn’t avert—risk. Muhammad Ali once declared, “He who is not courageous enough to take risks will accomplish nothing in life.” As the saying goes, no risk, no reward. The concept is not to avoid risk, it’s to reduce risk and manage risk in a way that creates positive, forward-moving change.
Full of urgency and never lethargic. Small companies are anything but slow-moving. If you’re not fast, your competitors will be. Paul Michelman, author of “A Sense of Urgency” and a professor at Harvard Business School, defined urgency as a combination of “thoughts, feelings and actual behavior.” He added: “The thoughts are, ‘there are great opportunities out there [and] great hazards.’ The feelings are a gut-level determination that we’re going to do something now, we’re going to do something to win. And the behavior is this hyper-alertness to what’s going on. It’s a sense of coming to work each day with a commitment to make something happen … on the important issues.”
Fast moving. Moving fast means prioritizing responsibilities and implementing a system to get those to-do items done that are crucial to the momentum of business growth. It means picking up the pace. A slow-moving team might put in 16-hour days and accomplish less than a team moving with lightning-quick speed and a heightened sense that critical tasks must get done NOW.
Creates new ideas and doesn’t protect old ones. The philosophy of “because that’s how it’s always been done” often plagues big businesses that rely on tradition and stability. Ideation, or the process of fostering the new and questioning the old, is the foundation for innovative success. New ideas imbue a competitive edge by virtue of their very newness. Big companies that think small encourage the formation of new ideas because they’re …
Idea-centric vs. rules-centric. Some rules were put in place to be upheld and some rules, against the surge of rapid-pace technological changes, were meant to be broken. A company with ideas and not guidelines at its core is one dexterous enough to change at a moment’s notice, implement an incredible idea and put it to work before competitors can.
Bottom-up and not top-down. Top-down management is defined by an autocratic system where policies are enforced, and decisions are made only at the very top by a small group of leaders. In bottom-up management, team members are invited to be part of the decision-making process. Their opinions are given weight and contemplation, no matter where they rank within the organization. This helps with retention and creates a collaborative culture of inclusiveness unimpeded by rank or title.
Nimble and not bureaucratic. Organizational bureaucracy exists to the detriment of individual initiative, productivity and creativity. In a recent survey by Harvard Business Review, nearly two-thirds of respondents said their respective companies had become more bureaucratic in the last few years. Rather than being bogged down in processes, protocols and predefined procedures, a business is at its best when it’s nimble. Writing for Forbes, author Rajeev Peshawaria stressed leading with more values and less rules. “The shelf life of values is much longer than that of rules or policies,” he explained. “Values tend to be broader than specific rules—they provide principles or guidelines for behavior rather than strict boundaries.”
Operates with fire in the belly and not complacency. As I say, once you think you know it all your slide to mediocrity has already begun.
So, what’s the message? When you lead a company with all the imagination and creativity of a small business, you get big results. But thinking small doesn’t mean having small ideas—your ideas should always be tremendous and push you to set new, ever-expanding limits on what you believe you can accomplish. Thinking small means acting like a startup and never losing the grit and grind of an organization with limited resources and endless dreams.
By Gino Blefari
This week my travels found me first in Chicago, meeting with the impressive team at Berkshire Hathaway HomeServices KoenigRubloff Realty Group for Sales Rally 2019. We kicked off the morning with a power walk along the lakefront trail. After, I spoke to the group about how to have a breakthrough year, which encompasses a good morning routine and habits of success.
This week my travels first found me in West Orange, New Jersey, celebrating Jordan Baris Inc, REALTORS® Real Living with members of our HSF Affiliates team, including Allan Dalton, CEO of Real Living Real Estate; Tricia Kobos, manager, Business Consulting; Teresa Palacios Smith, vice president of Diversity and Inclusion; Rosalie Warner, vice president of Network Services; Champ Claris, director of Franchise Sales and of course, Ken Baris, president of Jordan Baris Inc, REALTORS® Real Living. The 67-year-old, full-service brokerage is led by Baris, one of RISMedia’s 2019 Real Estate Newsmakers, and will be a fantastic addition to our Real Living network.
This week my travels find me in San Diego, attending the T3 Summit at Loews Coronado Bay Resort. The T3 Summit is an invite-only mastermind and think tank for residential real estate industry leaders. The lineup of speakers and session topics is always excellent year after year, and surprisingly, kept under wraps until the very day of the event.
This week my travels find me back in Hawaii for another close friend’s wedding. (Congratulations, Justin Moles and Natalie Ventimiglia! On a personal note, I’ve been friends with Justin’s dad since third grade.) In this tropical island setting, surrounded by love and aloha, I’m reminded about the value at the very center of the value pyramid: friendship.
This week my travels find me in alignment sessions for our Berkshire Hathaway HomeServices and Real Living Real Estate brands. Our mission as we meet with prospective brokerages and their leaders is always to help them reach their goals faster than they would in our absence. We go over our systems, processes and the mission and vision of our brands, but we also create customized solutions for the brokerages that will instill new business habits for even greater success. In a way, we’re like a branded accountability partner to the brokerages that join our network, there every step of the way to motivate them to grow.