With an assistant, you now have the advantage of a second sphere of influence group to generate new leads from (the average person knows another 250!) Begin with a complete list of tasks and activities. What you could delegate or use an assistant for? Then create a clear job description. In addition, Re/Max Central managing broker, Glenn Russell of Virginia Beach, Va. reminds us how important the written agreements are. They must be thorough and include the three-way agreements with the broker, as well as the agent/assistant agreements.

The concept of a full time assistant is not the most effective solution for many agents, so use services and products to help with specific activities, such a mailings or, perhaps, transaction coordinating. It's becoming more common for some of these services to be provided by a broker who wants the sales people concentrating on what they do best. Kathi Frank of Keller Williams in Conroe, TX reports she uses three part time people in specialized areas: a computer suppo rt person, a closing specialist and an administrative assistant. Another specialized area for a part time person is telemarketing. There is also less disruption if you lose someone, if the tasks are handled by many resources.

The best results occur when you have thoroughly prepared by clearly knowing what is needed and then methodically interviewing candidates to find a fit. Don't settle and don't skimp on time. I am amazed when I hear of assistants being hired without even having had basic skills tests on the computer. The biggest mistake you can make is to hire someone just because you "like" them. You are looking for complementary skills that are different from your own.

Test their typing speed, their computer literacy, their phone skills. Vikki Morvant of Keller Williams Realty in Mandeville, LA uses the DISC reports in helping choose people who are a good "fit". Assessment tools such as a DISC, that gives you a 20+ page report on their natural and adapted communication style (how they do things) and the PIAV (Personal Interests, Attitudes and Values), which identifies their most important values (why they do things) are increasingly being used.

Ramona Chang of Chang & Hardeman Real Estate/Development in Oakland requires a two-year time commitment from her assistants. They receive bonuses that increase based on the longevity and are a substantial incentive to stay and help her be successful. Build in rewards to motivate for peak performance and for loyalty with your assistant.

Thorough training in the beginning will set guidelines for expectations and standards and prevent problems later, but it does take time. Pat Argo of RE/MAX Aerospace Realty in Titusville, FL emphasized how important the personal contact and relationship is with the assistant. Taking the time daily to have some "personal" conversation, not just business, builds the loyalty and team. This training time should be scheduled just as your appointments with the public are scheduled. Put it on the calendar for the first month. After that, the regular times: daily, weekly and monthly to communicate, reassess and plan are also well spent in terms of productivity. Ask continually, "What's working?" "What isn't?" and then tweak the system to make it work better. This allows the assistant to give valuable input and ideas and not get defensive about something that didn't work properly. Focus on fixing the procedures and systems and you won't have people problems because they will know clearly what is expected.

Your present assistant know the parts of his/her job well and is a good judge of another's "fit". Involve them in the hiring process. Have an overlap of a few weeks to two months so the new assistant is trained by the person who is leaving.

You want the assistant to understand your values and how you take care of your clients. It is also important for them to understand what it is you are doing when you are not in the office and the importance of it. Ramona Chang puts her new assistants in her car and takes them everywhere for the first 2 weeks.

Review your systems at least yearly to overhaul or update based on changing marketplace needs. Systems and Checklists is an email course that covers a basic review of major systems. You'll have systems for clients that the assistant helps implement: Betty Sun Wong of Prudential California recommended Dave Beson's Letter as a system that has been successful for her. And then, systems and checklists for how the assistant does their job. Monica Reynolds and Howard Brinton both have systems to use with your assistant that were recommended. Creating the procedural manuals and then tweaking and fine tuning them regularly is part of the job description. If the assistant helps create the procedures, they have buy in.

These two ingredients in the right proportions were identified as the two most significant factors in assistant performance.

If you combine thorough preparation and thought, the tools to make good choices, the systems to implement and a commitment to delegate and let go, your personal effectiveness will dramatically increase because you will be using the gifts that have.

Remember, Life is too short to perfect your weaknesses!

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Editor's Note: Joeann Fossland would like to thank the following REALTORS® for their contributions: Holly Kaufman (Holly@MoveToVancouver.com), RE/MAX Masters Realty Inc, West Vancouver BC and Doug Ranger (DougRanger@Realtor.com) RE/MAX Grand Central in Thousand Oaks CA.