Team Performance Maturity Model
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This document introduces a Team Performance Maturity Model assessment tool for real estate teams. The model evaluates teams across 6 key areas: business strategy, marketing, operations, human resources, finance, and technology. For each area, the model outlines considerations and provides a scale from 1 to 5 to assess a team's current maturity level, from unpredictable to optimized processes. The document guides users through applying the assessment to gain clarity on their team's strengths and weaknesses to improve performance over time.
Team Performance Maturity Model
- 1. Version 1.0 | Sept 21, 2020 | Author: Jamil Thobani Team Performance Maturity Model D I S C U S S I O N G U I D E
- 2. Page 2 An assessment tool to provide a view of where a team measures against the standard WHAT IS A TEAM PERFORMANCE MATURITY MODEL THIS MODEL TAKES INTO 6 KEY CONSIDERATIONS FOR REAL ESTATE TEAMS Business Strategy Marketing Operations Human Resources Finance Technology
- 3. TEAM PERFORMANCE MATURITY MODEL Page 3 1. Unpredictable (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented team operating structure. 2. Enlightened - the operating principles of the team is at least documented sufficiently such that new team members have a basic understanding of how the team is structured. 3. Focused - the structure and operations are defined/confirmed in a standard operations manual 4. Structured - operations are quantitatively managed in accordance with agreed-upon metrics. 5. Optimized - process management includes deliberate process optimization/improvement.
- 4. Team Performance Maturity Model Page 4 A. The Team Lead’s Vision for Desired Growth has been clearly defined with: BUSINESS STRATEGY A 20 Year Plan A 10 Year Plan A 5 Year Plan A 1 Year Plan
- 5. BUSINESS STRATEGY Page 5 B. The Business Strategy aligns with the Vision, Mission and Core-Values and has been documented into an Annual Plan: The Annual Plan is Reviewed and Updated Quarterly Monthly Goals are established and are documented Weekly Goals are set and communicated to the Team Daily Team Activities have been aligned with the weekly / monthly / quarterly goals
- 6. Page 6 A. Branding & Image A clear Brand has been established (logo, branding colors, tag line, etc.) B. Advertising A minimum of 3-5 Marketing Pillars have been defined and are fully functioning (SOI/COI, Digital Marketing, Open Houses, Flyers, etc.) MARKETING C. Sales Management Weekly “Sales Only” meetings to review pipeline Metrics are in place monitor and manage sales (e.g. Numbers Analyzer System) Accountability is in place to ensure the team is hitting the metrics Weekly “Sales Training”: All team members use a standardized approach to handling conversations (Scripts) Team members practice their conversations (Role Play) using a standard schedule (e.g. minimum 1x per week or 30 mins each day)
- 7. Page 7 HUMAN RESOURCES Roles and Responsibilities An Organization Chart has been documented Job Descriptions are documented and team members understand their roles and responsibilities A Team Changes There is a defined approach to integrate a new team members There is a defined approach to transition a team member so that loose ends are taken care of, files are cared for and there is an understanding as to why the team member decided to leave (voluntarily or not) B
- 8. Page 8 HUMAN RESOURCES Annual Targets (GCI) have been set for the entire team and each team member as applicable Daily Accountability Checklists have been documented and are always followed C Team members meet with Team Lead on a quarterly basis to review team and personal goals Capability Analysis (Training) – The Team Lead has an understanding of what capabilities are needed within the organization, what gaps exist and a plan is in place to close relevant gaps Performance Management
- 9. Page 9 HUMAN RESOURCES The teams Vision, Mission and core values have communicated and accepted by all team members D Team Norms (expected way of operating) have been established. E.g. If you’re not 10 minutes early for a meeting (client or internal), then you’re considered late. Mindset Tools – there are avenues in place to bring clarity to the team, keep them motivated, etc. Team Culture
- 10. OPERATIONS Page 10 A Client Onboarding/Offboarding Seller Process System Buyer Process System Enter Listings, Update, Terminate, etc. Client Tracker (What clients they are working on and what state) HR Processes Financial Processes, etc. A Team Operations Manual has been developed and adopted by all team members. The operations manual includes B Time has been allocated to generate and action Areas of Improvement Lists to enhance the processes
- 11. Page 11 FINANCE An Annual Budget has been set and is in alignment with the Business Strategy A The Budget is monitored on a weekly basis B The P&L is monitored on a weekly basis C A formal process is in place to approve new projects/initiatives including signoff on budget changes D E A Monthly business forecast occurs and is reviewed quarterly
- 12. Page 12 A CRM is in place and is used daily A document management system is in place to retain all client files The Team uses a common platform to communicate with one another and the communication is retained The Team uses a common platform to communicate with clients and the communication is retained TECHNOLOGY
- 13. Page 13 NEXT STEPS Complete the assessment. The more honest you are, the more you’ll gain clarity. Review the results of your current team maturity Conduct a Gap Analysis (where you are vs. want to be) What initial actions need to be taken to get you where you want to be Create an action plan to get there
- 14. Version 1.0 | Sept 21, 2020 | Author: Jamil Thobani Team Performance Maturity Model D I S C U S S I O N G U I D E