Young talent key to principals' success

Young talent key to principals' success

21 February 2013 by Staff Reporter 0 comments

Brendan Wong and Simon Parker

Principals must tap into the rich talent of their younger staff if they're to succeed in today's fast moving real estate industry, according to Charles Tarbey, regional owner and chairman of CENTURY 21 Australasia.

In an interview with Real Estate Business, Mr Tarbey said many principals were failing to maximise the potential of social media marketing and the talents of the younger generation.

“I think that those younger people are, from what I can see, just incredibly switched on individuals who will utilise all the power of technology, and if a businessperson doesn’t have themself locked into that arena, they might find themselves losing very very good quality young people.”

He said while CENTURY 21 strived to ensure they had the right individuals running their offices, it was an activity they - like many other groups - sometimes struggled in. 

“Even when you do get a good officer in your business, sometimes something happens in their personal life that changes everything and you have no control. All of a sudden, an exceptional office becomes a really difficult office to manage and work with," he said.

The best measures were a person’s track record, financial capabilities and their determination, Mr Tarbey added.

CENTURY 21 reported last October that it had added almost one new office each week on average since the start of 2012.

Growing the number of franchisees continued to be a focus for his company, although being the network with the most number of offices wasn't Mr Tarbey's guiding philosophy.  

“For my brand, it’s quite exciting because we sort of found ourselves in positions where our brand in the mind of the consumer is actually much bigger than the number of offices we have,” Mr Tarbey said.

“It means we have the opportunity now to grow into the actual size of the brand that is perceived by the consumer.”

Some areas the company saw potential growth in included the south coast of NSW, south of Brisbane, and parts of Victoria.

Mr Tarbey said Auckland, part of the CENTURY 21 New Zealand franchise that Mr Tarbey also owns, was the biggest area of growth for CENTURY 21 this year.

“That’s the area I really want to focus on because once you can get strong in Auckland City, you can sort of manoeuvre yourself outside into the outlying areas.”  

Brendan Wong and Simon Parker

Principals must tap into the rich talent of their younger staff if they're to succeed in today's fast moving real estate industry, according to Charles Tarbey, regional owner and chairman of CENTURY 21 Australasia.

In an interview with Real Estate Business, Mr Tarbey said many principals were failing to maximise the potential of social media marketing and the talents of the younger generation.

“I think that those younger people are, from what I can see, just incredibly switched on individuals who will utilise all the power of technology, and if a businessperson doesn’t have themself locked into that arena, they might find themselves losing very very good quality young people.”

He said while CENTURY 21 strived to ensure they had the right individuals running their offices, it was an activity they - like many other groups - sometimes struggled in. 

“Even when you do get a good officer in your business, sometimes something happens in their personal life that changes everything and you have no control. All of a sudden, an exceptional office becomes a really difficult office to manage and work with," he said.

The best measures were a person’s track record, financial capabilities and their determination, Mr Tarbey added.

CENTURY 21 reported last October that it had added almost one new office each week on average since the start of 2012.

Growing the number of franchisees continued to be a focus for his company, although being the network with the most number of offices wasn't Mr Tarbey's guiding philosophy.  

“For my brand, it’s quite exciting because we sort of found ourselves in positions where our brand in the mind of the consumer is actually much bigger than the number of offices we have,” Mr Tarbey said.

“It means we have the opportunity now to grow into the actual size of the brand that is perceived by the consumer.”

Some areas the company saw potential growth in included the south coast of NSW, south of Brisbane, and parts of Victoria.

Mr Tarbey said Auckland, part of the CENTURY 21 New Zealand franchise that Mr Tarbey also owns, was the biggest area of growth for CENTURY 21 this year.

“That’s the area I really want to focus on because once you can get strong in Auckland City, you can sort of manoeuvre yourself outside into the outlying areas.”  

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