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the sharing of information and best practices to improve the quality of decisions, benefiting both the
organization and individual employees.
Keller Williams Realty is an example of a company that takes a blended approach. While its franchising process is centrally controlled, the company
willingly cedes significant decision-making authority to its associates and relies on culture to ensure
that its operating model and people are successful.
Keller Williams
To the leaders of the company, Keller Williams culture is equal in importance to the economic model
in accounting for the companys success. According to former president and current board member Mary Tennant, We know for a fact that our
systems dont work without our culture. We need
our culture to reach our full potential. According
to Vice Chairman Mo Anderson, the culture is the
glue that holds it all together. In the words of a
former executive, Its very difficult to separate the
culture and the systems, because the systems are
written for the culture and the culture exists for the
systems.7
The companys culture encourages interdependent relationships and achieving success through
the efforts of others (see Exhibit 4).8 It is encapsulated in the companys belief system: WI4C2TS
(pronounced why four see two tees):
Win-win or no deal
Integrity do the right thing
Customers always come first
Commitment in all things
Communication seek first to understand
Creativity ideas before results
Teamwork together everyone achieves more
Trust starts with honesty
Success results through people
The company maintains four cultural practices to ensure that agents, market center owners, and team leaders operate like real stakeholders in the company. First,
the company shares its profits, as discussed above. Second, the company involves agents, owners, and team
leaders in decision making. Third, the company maintains open financial books. Fourth, the company offers extensive training to agents and leaders.
stanford closer look series
Decision making.
Training.
Finally, the leaders of Keller Williams believe that if individuals are expected to play a role
in the management and success of the company,
the company has an obligation to provide education and training to help them reach their full potential. Keller Williams offers extensive training to
agents, team leaders, and OPs through courses that
document best practices for business building, leadership, and personal development. These include
instructor-led classroom courses, instructor-led
virtual sessions, and online self-paced modules. In
2014, 100,000 associates and affiliates completed
classroom-based sessions, and 26,000 associates
completed online self-paced study programs. Training magazine ranked Keller Williams number one
on its 2015 list of the top 125 companies providing
learning and development for employees, across all
industries.12
The Keller Williams operating model results in
an organization that is essentially agent led. All major initiatives are originated in the field, and agent
initiatives are implemented in a market center only
stanford closer look series
2011
2012
2010
2011
2012
2013
117
125
140
165
144.4
172.3
228.0
299.8
Sothebys
31
32
37
37
93.0
90.4
132.4
161.4
RE/MAX
34
32
29
32
106.9
96.7
107.3
136.8
Prudential
46
44
38
33
85.2
80.6
74.9
73.0
Coldwell Banker
33
28
31
33
62.4
52.6
70.4
84.1
Century 21
37
30
34
37
56.2
42.7
60.9
73.4
ERA
38
32
36
45
48.8
44.4
54.7
76.2
2011
2012
2010
2011
2012
2013
Keller Williams
689
859
1068
1245
5.9
6.9
7.7
7.5
RE/MAX
500
475
492
555
14.7
15.1
16.8
17.5
Coldwell Banker
332
291
369
414
10.1
10.3
11.8
12.6
ERA
300
260
311
368
7.9
8.2
8.6
8.3
Prudential
284
274
314
314
6.2
6.2
8.2
9.6
Century 21
272
209
290
302
7.3
6.9
8.5
8.1
Sothebys
121
158
211
243
3.9
4.9
5.8
6.5
Note: Sample includes select companies among the top 500 brokerage offices in the United States, based on number of
sides. The term sides refers to transactions done by either the selling or buying agent. Because there are usually two
agents on each real estate transaction, the industry reports approximately twice as many sides as home sales each year.
Source: REAL Trends 500 Survey
100,000
600
80,000
500
60,000
400
300
40,000
200
20,000
100
0
0
96 98 00 02 04 06 08 10 12 14
profit share
5,000
100
4,000
80
$ in millions
$ in millions
96 98 00 02 04 06 08 10 12 14
3,000
2,000
1,000
60
40
20
0
96 98 00 02 04 06 08 10 12 14
96 98 00 02 04 06 08 10 12 14
100%
5% Owners Profit
3% Profit Share
7% Expenses
80%
3% Royalties
8% Owners Profit
0% Profit Share
20% Expenses
6% Royalties
60%
40%
20%
0%
Keller Williams
Note: Based on performance of top 25 percent of Keller Williams market centers versus top 500 real estate companies as
reported by REAL Trends. Estimate royalties for top 500 real estate companies for those national companies that charge 6
percent on all GCI (may vary from office to office and company to company). Percentages reflect effective rates based on
actual dollar amounts distributed.
Source: Keller Williams Realty
1. Making decisions that are right for the Market Center regardless of individual impact
2. Taking a stand on an issue that is not popular, but is right
3. Being the best co-op associate possible; always respecting other associates
4. Helping someone in the Market Center willingly and with a smile, even though you are busy
5. Doing something right without wanting to be recognized or acknowledged for it
6. Paying a struggling associates fees anonymously
7. Complimenting others regularly
8. Being a part of the solution and not the problem in a Market Center
9. Taking the high road on confrontational issues or points of difference
10. Handling a fellow associates business when personal or family illness occurs
11. Paying a struggling associates tuition to a class that may impact the associates productivity
12. Living up to the covenant if you are on the ALC
13. Representing the Market Center and the company in a positive wayalways
14. Smiling at others in the Market Center regularly
15. Staying home if youre having a bad day attitudinally
16. Speaking without profanity
17. Avoiding disparaging remarks about anyone
18. Committing a random act of kindness every day
19. Honoring the policies and protocol of the Region regarding recruiting
20. Giving seven hugs a day
21. Not recruiting associates from another KW Market Center
22. Being willing to walk away from a transaction that compromises your principles
23. Being considerate of the staff
24. Paying your Market Center bills on time
25. Not looking for loopholes in Cap and Royalty payments
26. Responding to clients calls and concerns in a timely manner
27. Considering the other persons viewpoint before reacting
28. Following the model
29. Being excited about saying, Will you promise to take my Team Leaders call?
30. Implementing the Keller Williams productivity systems
31. Finally creating the budget you know you need for your business
32. Not only learning but living the WI4C2TS
33. Putting God and your family first, and the business second
34. Understanding that the higher purpose of business is to give, share, and care
35. Building your level one Profit Share downline to 15, as soon as possible
36. Lead generating for 3 hours, every day
37. Using a monthly Profit and Loss Statement to analyze your real estate business
38. Hitting your monthly and annual production goals
39. Profitability in your personal real estate business
40. Be nice!
Source: Kay Evans, co-owner, Keller Williams Southeast Region and Mo Anderson, vice chairman, Keller Williams Realty.
Reproduced with permission.