{"id":3441,"date":"2021-03-04T05:00:28","date_gmt":"2021-03-04T05:00:28","guid":{"rendered":"https:\/\/ic3.ca\/?p=3441"},"modified":"2021-12-31T21:14:00","modified_gmt":"2021-12-31T21:14:00","slug":"has-your-rainmaker-left","status":"publish","type":"post","link":"https:\/\/ic3.ca\/has-your-rainmaker-left\/","title":{"rendered":"Has your Rainmaker left?"},"content":{"rendered":"

Has your rainmaker left the building?<\/h3>\n

In a coaching call last week, one of our broker clients was musing about the future. He has a succession plan underway and said he was unclear as to what his future role should be. I asked him what role he played in the early days, while he was building his brokerage. He was the rainmaker responsible for producing new business,<\/a> and the fact that he \u201cdoesn\u2019t do that anymore\u201d. When I asked him if he missed it, he paused and then said almost wistfully, \u201cYes!\u201d.<\/p>\n

This got me to thinking about how many brokerages can trace their current success back to the days when the founders spent most of their time acquiring new clients \u2013 either through direct sales<\/a>, or networking and developing centres of influence.<\/p>\n

Today, it seems many of those founders have \u201ckicked themselves upstairs\u201d!<\/p>\n

Their days now are filled with administrative and people management tasks, for which they have little training and sometimes even less natural talent. The result? Less than optimal management effectiveness and a whole lot of personal frustration.<\/p>\n

Meanwhile, their sales teams are struggling to put new business on the books, given COVID-19, the economy and a brutally hard market.<\/p>\n

So, brokerage principals, how\u2019s this for a radical idea?<\/p>\n

Fire yourself as Chief Operating Officer<\/p>\n