Two new Center For REALTOR® Technology surveys are now available.

The 2005 MLS Technology Survey reviews MLS technologies and the Realtor® business practices they support.

The 2005 REALTOR®  Technology Effiiciency Survey reveals areas where technology can be used to improve real estate processes.

Saul

> Section 18.3.13 - Listings obtained through IDX must be displayed

> separately from listings obtained from other sources, including

> information provided by other MLSs.

>

> Doesn't this "nix" the idea of having all the IDX solutions displayed

> from one web site?

>

> Saul

Not if the site is a portal to local IDX sites. Such as www.plsnow.com

Karen Rhodes, ABR, e-PRO Certified

Saul's note:

PLSNow is not, I say again, is NOT a portal to IDX sites. It is a portal to MLS public sites. BIG DIFFERENCE.

Go to http://PublicListings.RealTown.com

It is also an aggregation of Public MLS sites, not IDX sites...Not IDX sites...not IDX sites...not IDX sites...not IDX sites.

I hope y'all are listening...NOT IDX Sites...

Saul

Saul's comments appear below.

1. I don't think that MLS participants from various markets CAN provide local listings to a national site, at least not the listings of other brokers in IDX. What RE/MAX CAN do, however, is to create a national portal site that effectively 'routes' consumers visiting it to the IDX sites of local RE/MAX affiliates.

3. The rule that Saul cites is an optional one, and many MLSs have not adopted it, instead requiring only that IDX listings be appropriately labeled. This is the rule against so-called 'co-mingling.' MLSs interpret it in different ways, but there are two major approaches, which I informally call 'search comingling' and 'display comingling.' In search comingling, the consumer inputs one set of criteria and the site searches multiple affiliated web sites simultaneously; the results, however, are displayed on the separate web sites of local MLS participants. In display comingling, the IDX web site displays listings from multiple sources on a single page.

Some MLSs interpret search AND display comingling as a violation of the model rule below, others see only display comingling as a violation, and yet another group just does not have this rule.

RE/MAX should be able to offer a portal for consumers to get to the IDX sites of RE/MAX affiliates, but it will have to make some efforts to ensure that it complies with varied IDX rules and varied interpretations of them.

Thanks!

-Brian

___________________________

Brian N. Larson, Attorney at Law

1100 One Financial Plaza

120 South Sixth Street

Minneapolis, MN 55402

P.612.721.1966 F.612.677.3872

EM: BLarson@LarsonLegal.com

Web: www.larsonlegal.com

-----Original Message-----

From: Saul Klein [mailto:Saul@InternetCrusade.com]

Sent: Sunday, August 21, 2005 1:14 PM

Hi everyone,

I have been thinking about this since the announcement by ReMax and here are a few thoughts:

1. Is the idea to get an MLS participant from as many markets as possible to supply local listings to a national site?

3. Not all IDX implementation is the same. There are MLS local options. How is ReMax going to get around the following IDX Rule?

Section 18.3.13 - Listings obtained through IDX must be displayed separately from listings obtained from other sources, including information provided by other MLSs.

Doesn't this "nix" the idea of having all the IDX solutions displayed from one web site?

Saul

Creating a Communication Plan

One of the biggest issues for associations is communicating effectively

at all levels of the organization. To do so requires the creation of a

communication plan and commitment to its implementation.

Creating a communication plan requires the following:

1. Identifying the different channels of communication at your

association. Examples are:

Leadership to Staff
Staff to Leadership
Staff to Staff
Staff to Member
Member to Staff
Member to Member
Association to Public
Committee Chairs to Committee Members
Committee Chairs to Committee Chairs
Committee Chairs to BOD

2. Identify benefits to be derived from more effective communications and

which of those benefits you wish to experience.

Cost savings
More participation
Greater understanding of the workings of the association by all, members,

staff, public.

3. Identifying current communication tools used by your association and

alternate tools you are not using.

Meetings
Magazine
Newsletter
Telephone
Fax on Demand
e-mail
Website
Listservs
Autoresponders

4. Identify sources of content to communicate besides the "as needed"
communications

Minutes
Agendas
Calendars
Magazines
Schedules
REALTOR.org

5. Decide which communication tools you will be employing for each

communication channel

6. Determine frequency of current communications down channels identified

Daily
Weekly
Monthly
Annually

7. Determine desired frequency of communications to various channels

Daily
Weekly
Monthly
Annually

Examples:
President to Board of Directors - Monthly by meeting and weekly by

e-mail, supplemented by website Committee Chairs to Committees - Monthly

by meeting, weekly by e-mail

8. Determine person responsible for insuring the implementation of the

communication plan

9. Monitor results

If you feel you need better communications at your association, what are

you doing different to accomplish your desired results?

"Insanity: Doing the same thing over and over again and expecting

different results." Albert Einstein

Saul

Vision and Mission

-
Hi everyone,

Your organization must have both a Vision and a Mission and those charged

with carrying out the day to day operation of the organization, as well

as those charged with the "bigger picture" (Leadership) should be able to

recite the Vision and the Mission of the organization as most of the

daily efforts should be those things which advance the over all

performance of the organization in the attainment or at least the

movement in the direction of attainment of the Vision and the Mission of

the Organization.

It is also important for your members to know the Vision and Mission of

the organization...display it at every opportunity.

Following is from some of my Leadership and Strategic Planning Material:

>>
Vision
. Vision Statement - How the organization will be described in the
future.
. A vision statement should be realistic, credible, well

articulated,
easily understood, appropriate, ambitious, and responsive to change. It

should orient the group's energies and serve as a guide to action. It

should be consistent with the organization's values. A vision should

challenge and inspire the group to achieve its mission.
. A strategic plan is the "blueprint" for an organization's work.

The
vision is the achievement of that plan.a description in words that

conjures up a similar picture for each member of the group of the

destination of the group's work together.
. Another way to get at the Vision of an organization is to ask: If

we accomplish what we want to accomplish as an organization, how will we be

described in the future?

Mission
A Mission Statement typically describes an organization in terms of its:
. Purpose - why the organization exists, and what it seeks to
accomplish
. Business - the main method or activity through which the
organization tries it fulfill this purpose
. Values - the principles or beliefs that guide an organization's
members as they pursue the organization's purpose NAR Vision The NATIONAL

ASSOCIATION OF REALTORS strives to be the collective force influencing

and shaping the real estate industry. It seeks to be the leading advocate

of the right to own, use, and transfer real property; the acknowledged

leader in developing standards for efficient, effective, and ethical real

estate business practices; and valued by highly skilled real estate

professionals and viewed by them as crucial to their success.

Working on behalf of America's property owners, the NATIONAL ASSOCIATION

OF REALTORS provides a facility for professional development, research

and exchange of information among its members and to the public and

government for the purpose of preserving the free enterprise system and

the right to own, use, and transfer real property.

NAR Mission
The core purpose of the NATIONAL ASSOCIATION OF REALTORSR is to help its

members become more profitable and successful.

CAR Vision
The REALTOR organization will be the pre-eminent source of essential

business services and the association of choice for real estate

professionals committed to excellence.

CAR Mission
The purpose of the CALIFORNIA ASSOCIATION OF REALTORS is to serve its

membership in developing and promoting programs and services that will

enhance the members' freedom and ability to conduct their individual

businesses successfully with integrity and competency, and through

collective action, to promote the preservation of real property rights.

Saul

Key Attitudes for Directors to Adopt

By Frederick T. Spahr, CAE, and Marjorie B. Signer

>>
What are the key attitudes a board member should develop to function at

peak effectiveness?  I suggest the following:

. Learn and respect the organization's chain of command. 

Communicate
with the chief executive officer rather than directly to the staff. 

Nothing causes more confusion or wastes more energy than side-stepping

the established chain of command.  Understand the roles of different

staff members and respect their limitations.
. Do your homework at all stages.  Before you accept a nomination

for
a board position, find out how much time and effort are required and

communicate that information to your employer, if necessary and to your

family as well.
. Bring to board meetings a thorough understanding of as many

issues
as you an study, and then be prepared to learn twice as much - or more-

before making a decision.  The other side of this coin is that documents

for board members should be as succinct and clear as possible.
. Keep an open mind.  Listen to all sides of an issue and be

flexible
before reaching a conclusion.
. Work with other board members, show respect and tolerance for
individual interests and personal styles.  What plays in Idaho may not

play in New York, but at a national meeting of a national board, overall

interests should take precedence over regional ideas and behaviors.
. Get to know all other board members, and find a positive way to
relate to each, for the good of the organization rather than your

personal pleasure.  Games and personality clashes obscure the issues and

can damage relationships among board members and within the organization.

 Find out what makes you angry and what you do to make others angry.  Try

to change both behaviors.  A measure of personal harmony is essential for

a group to achieve its goals.
. Know the governance of the organization inside out.  The most
effective board members have substantial service at lower levels in the

committee structure and understand how things work.
. Be realistic about what you can achieve.  How much can you as a
board member do?  Realize you are part of a whole that must work

together.
Consider your other commitments.  Set priorities in your personal and

professional life so you can meet the demands of active participation on

a board.
. Know why you are serving on a volunteer board.  Professional
enhancement, personal service, ego gratification, an outlet for energy

and ideas, a personal agenda - many reasons underlie a decision to serve

on a board.  Understand what motivates you and , if necessary, be

prepared to rethink and adjust your reasons as you grow and mature in

your role.
. Admit mistakes, and ask for more information if you need it.
. Last, but not least, serve your association with physical and
psychological stamina and sense of humor.
<<

Saul

Henri Fayol, a French industrialist and one of the earliest proponents of

a general theory of management,  has been described as the father of

management theory.

Fayol defined administration in terms of five primary elements: Planning,

Organizing, Command, Coordination and Control. He developed a

comprehensive list of principles to provide guidelines for managers. In

introducing these guidelines he stated: "...there is nothing rigid or

absolute in management affairs, it is all a question of

proportion....allowance must be made for different changing

circumstances.

Fayol's Fourteen Principles:

1. Division of Work.  The Principle of specialization of labor in

order
to concentrate activities for more efficiency.
2. Authority and Responsibility.   Authority is the right to give
orders and the power to exact obedience.
3. Discipline.   Discipline is absolutely essential for the smooth
running of business, and without discipline no enterprise could prosper.
4. Unity of Command.    An employee should receive orders from one
superior only.
5. Unity of Direction.  One head and one plan for a group of

activities
having the same objectives.
6. Subordination of individual interests to general interests.   The
interest of one employee or a group should not prevail over that of the

organization.
7. Remuneration of Personnel.  Compensation should be fair and, as

far
as possible, afford satisfaction both to personnel and the firm.
8. Centralization.  Centralization is essential to the organization

and
is a natural consequence of organizing.
9. Scalar Chain.  The scalar chain is the chain of superiors ranging
from the ultimate authority to the lowest rank.
10. Order.  The organization should provide an orderly place for

every
individual.  A place for everyone and everyone in their place.
11. Equity.  Equity and a sense of justice pervades the organization.
12. Stability of Tenure of Personnel.  Time is needed for the

employee
to adapt to his work and to perform it effectively.
13. Initiative.  At all levels of the organizational ladder zeal and
energy are augmented by initiative.
14. Esprit de corps.  This principle emphasized the need for teamwork
and the maintenance of interpersonal relationships.

What is Management?

-
Management involves the coordination of human and material resources

toward objective accomplishment.

Management is a process of planning, organizing, and controlling

activities.

Management is the primary force within organizations which coordinates

the activities and uses of the resources and relates them to the internal

and external environment of the organization.

Saul

Saul Klein
CEO, InternetCrusade

Hi Presidents,

As you get ready to take on the year...what could be one of the most

rewarding years of your life, take time to reflect on a few of the most

compelling issues facing your Association (IDX/VOW/Changing Business

Models, etc).  Consider the implications of successful (or unsuccessful)

resolution of these issues.  Constructively and creatively align your

thoughts and intent toward solutions and identify your own convictions as

to the method of resolving these issues.

Commit to establishing an atmosphere of communication with your

Association Executive Officer...your partner and most valuable resource. 

Discuss with him or her your thoughts, ideas and convictions.  An

understanding, open and communicative relationship with your EO is

necessary to ensure the successful operation of the Board during your

year as president.

Delegate early. Recognize early that you "can't do it all" yourself.  You

will never have sufficient time, money nor resources to single handedly

complete all your objectives.  Learn to make use of the expertise and

knowledge of others, who like yourself are committed to the growth of

your association.

Saul Klein ePRO/GRI/CFP
CEO, InternetCrusade

Hi Presidents,

One year is not a long time.  Your time as president will fly by and you

will not have time to accomplish as much as you would like.  Choose that

which you want to achieve and accomplish, focus the bulk of your effort

on it, and rely on your incredibly professional staff to carry out the

day to day affairs of the Association.  Do not attempt to micro-manage,

that is what the AE. gets paid to do.  Always remember that there is a

"body politic" and that many people will attempt to influence you,

intentionally and unintentionally.  Be on guard for personal agendas.

Utilize the Officers, staff, and committee's (Chairs and Vice Chairs)

time and expertise to accomplish your agenda for the Association for the

year.
Stick to the Strategic Plan. Associations have perpetual existence and

the strategic plan is the road map to achieving the mission and vision of

your association.

Goals and Goal Setting

I always find that the week right after Christmas and before New Years is

a great time to put together my plan for the next 12 months. Since I am

off the road until next year, I am starting to think about the planning

process a little ahead of schedule. Next week John, Mike and I will lay

out our goals and objectives for InternetCrusade. We will also

individually lay out our goals for ourselves and our families.

Over the years I have learned that if I want to increase the chances of

achieving my goals, I must make sure they are:

1. In writing - The process of writing down a goal helps to "embed" it in

your thinking, which will result in actions which will move you toward

your goal. I have many years of experience with this and I am sure you do

as well if you think about it. I have compared my annual goals to my

yearly accomplishments on many occasions and the results are

amazing...what I say (and write) that I will do, I usually do. If you are

committed to your goals, write them down and give copies of them to those

who are close to you. One of the reasons New Years Resolutions are not

successful is that since we are usually not committed to them. We don't

usually tell anyone what our resolutions are because then there would be

an expectation that we accomplish them. I will finish this piece with a

quote on commitment.

2. Measurable - If a goal is not measurable, it will probably not be

achieved. I want to make $100,000 this year is much more powerful than I

want to make a lot of money this year.

3. Valued - Valuing a goal will help you prioritize. If a goal is

important to your overall health, happiness, and well being (or that of

your loved ones or your association), you will give that goal a high

priority.

4. Prioritized - We all have more to do than we have time to do, so

having goals prioritized will help us accomplish those things which are

most important to us, our families, and our organizations.

Achieving goals is much easier when you are committed to the goals. Have

you ever noticed that when you are really committed to something, things

work to help you. I am of the firm opinion that to achieve your goals,

you must be WILLING to do what it takes. You may not actually have to do

what it takes (sometimes things just happen in your favor) but you must

be WILLING to do what it takes. That intense willingness is commitment

and it can work like magic in your behalf.

The following is the best quote I have ever come across on the subject of

commitment.

>>
Until one is committed
There is hesitancy, the chance to draw back, Always ineffectiveness.
Concerning all acts of initiative and creation There is one elementary

truth, The ignorance of which kills countless ideas And splendid plans:
That the moment one commits oneself,
Then providence moves too.
All sorts of things occur to help one
That would otherwise never have occurred.
A whole stream of events issues from the decision,
 
Raising in one's favor all manner
Of unforeseen incidents and meetings
And material assistance
Which no man could have dreamt
Would have come his way.
I have learned a deep respect
For one of Goethe's couplets:
"Whatever you can do, or dream you can - begin it.
Boldness has genius, power, and magic in it.

W.N. Murray
The Scottish Himalayan Expedition, 1951
<<

Saul

Structural changes are taking place in every aspect of the workplace. 

The real estate industry is not an exception.  The way our members sold

real estate 10 years ago is not the way they sell it today and the way

they sell it today is not how they will sell it ten years from now. 

Their market, job description and needs are being transformed. 

Driving forces and concepts affecting and threatening our members and our

associations as they currently function include:

Public access to the MLS

Agency liabilities

Loss of MLS to outside entities, which results in loss of MLS income

Buyer Brokerage/Broker Buyer Brokerage/Broker Compensation

Alternative revenue sources

Decreasing membership as the economy changes when interest rates begin to

rise Professionalism

Staff driven Vs volunteers drive, the dynamics of changing leadership

Added value, more for less

Dealing with the "I want it all, I want it now, and I want it for

nothing" syndrome

Decrease in available volunteer time as time becomes more valuable and

the membership shrinks

But in every threat lies an opportunity, an opportunity to ride the

forces of change in the direction in which it is already headed, and

reaping the benefits.

The time to deal with all this change is now.  The margin for error is

slim.
Association leaders, staff and volunteers, must create the Association of

the future or their Association of the present will perish!  Our industry

is going through nothing less than a "Paradigm Shift." As stated by Joel

Barker, author of Future Edge, when a paradigm shifts, everything goes

back to zero.  Large associations and small, rich and poor, it matters

not, all are in danger of extinction.  Become the creator of your future,

not the victim.

Creating a future by design instead of a future by default requires being

able to deal with massive (and increasing) amounts of information in a

fast changing environment.

Saul

List of President's activities, as time permits
-
1. Attend each committee meeting at least once, quarterly is ideal.  It

shows a real interest in the work of the volunteers.  Attend all Budget

and Finance Committee Meetings.
2. Read the minutes to all the meetings.  Check at least quarterly to see

that committees are accomplishing their goals as delineated by the

strategic plan.
3. Send letters to the committee chairs, vice chairs, directors, officers

quarterly.
4. Send "well done" letters to members and staff who have been brought to

your attention.  A commendation from the President sometimes results in

an association supporter for many years.
5. Be interested in the staff.  Acknowledge, acknowledge, acknowledge.
6. Remember staff and directors on their birthday.
7. Make as many office visits as time allows.  No more than 2 per day,

about 20 minutes to 30 minutes in duration.  You may take another

officer, director, or member of staff with you who may have some

important information to relay to the members.  Examples would your

Government Affairs Director, Education Director, Special Events Director,

MLS, etc.
8. Send thank you letters to the office manager/broker/office contact that set up the appointment.
9. Remember and use as many names as possible.  The most important word

in anyone's vocabulary is his or her name.
10. Be responsive to the press.  Remember, they have deadlines and the Association 

wants the press.  Visibility is important to the self-esteem of the

members.

11. Remembering Names:

Maintain a list of all the directors and officers and their spouses

(names).

Maintain a birthday list of the directors and officers.

Maintain a list of all staff and their spouses.

Maintain a birthday list of all staff and give them a card and/or present

on their birthday.

President sees it all

The only volunteer who has the ACCESS to "everything" that is going on at

the Association is you.  You are also the inspirational leader so it is

necessary that you read all the minutes to all the committee meetings and

correspond with the chairs and vice chairs in writing at least quarterly.
Also "well done" letters to as many people as possible as often as

possible.

You are the association's leader and a letter from the president is a

treat for most people.  In addition to dealing with the volunteer side,

you can also be very valuable to the association by taking a personal

interest in the staff.  Special commendations, birthdays just saying hi

to as many of them as you can everyday will make them a happier and

therefore a more productive resource (we do spend a large portion of our

budget, appropriately so, on employees).

One year is not a long time.  Your time as president will fly by and you

will not have time to accomplish as much as you would like.  Choose that

which you want to achieve and accomplish, focus the bulk of your effort

on it, and rely on your incredibly professional staff to carry out the

day to day affairs of the Association.  Do not attempt to micro-manage,

that is what the E.O. gets paid to do.  Always remember that there is a

"body politic" and that many people will attempt to influence you,

intentionally and unintentionally.  Be on guard for personal agendas. 

Utilize the Officers, staff, and committee's (Chairs and Vice Chairs)

time and expertise to accomplish your agenda for the Association for the

year.  Stick to the Strategic Plan.

Saul

Saul Klein e-PRO/GRI/CFP
1993 President, San Diego Association of REALTORS

CEO, InternetCrusade

A leader's three major tasks:
-
1. Perform your current job and responsibilities to the best of your

ability.
2. Prepare for your next position.
3. Train your replacement.

-----------------
It is a leaders responsibility to train the future leaders to think in

visionary terms rather than focusing on the present.

Don't take things personal.  Because of the politics of associations, you

will always have someone second-guessing your decisions, actions and

motivations.

Pay it little mind (it's only human to let it get to you a little).  Show

your anger rarely, When you do show it, it will have more impact.  One of

the first rules of leadership, I learned in Leadership 101 at the Naval
Academy:
 
"Commend in public, reprimand in private."
 
Saul

Time Management

When I taught time management classes, I used the following
riddle:

>>
I am your constant companion.

I'm your greatest helper
or your heaviest burden.

I'm completely at your command.
Half of the things you do
you might as well just turn over to me
and I will be able to do them
quickly and correctly.

I'm easily managed;
you must merely be firm with me.
Show me exactly how you want something done and after a few lessons I

will do it automatically.

I'm the servant of all great men and women
-- and of all failures as well.

Those who are great, I have made great.
Those who are failures, I have made failures.

I'm not a machine,
though I work with the precision of a machine.
I have the intelligence of a human being.
You may run me for profit or run me for ruin
-- it makes no difference to me.
Take me, train me, be firm with me,
and I will put the world at your feet.
Be easy with me and
I will destroy you.

Who am I?

 
HABIT
<<

Saul

Here are a few fundamental concepts exemplified by those we would

consider good leaders...they:

Commend in public
Reprimand in private

They:

Perform their current job
Prepare for the next job
Train their successor

Leadership is not just a position. Because one is a president, officer,

or director of an association does not make one a good leader. Leadership

is a skill which, for most, improves with practice.

An interesting exercise when working to improve the leadership skills of a group is to

ask the individuals in attendance to:

Name 3 leaders they most admire for their leadership skills...past or

present leaders, dead or alive.

Name 3 characteristics of the leaders chosen.

Saul

The Qualities of a Leader

-------------------------------------------------------
-
DORCAS HELFANT, 1992 PRESIDENT, NATIONAL ASSOCIATION OF REALTORS

To be a successful leader, you must.

Be a teacher and communicator. Facilitate understanding and

communication.

Delegate Authority.  Accomplish things through other people.
Remember it's our association.

Have stamina and take care of yourself.

Manage time and use it efficiently.  You don't have to do everything.

Make sure you develop a partnership with staff and elected leaders.

Have technical competence in subject matters.  Your job is to understand

what the industry and association is about.

Not condone incompetence.  It's not good for the REALTOR organization. 

Be diplomatic, but look to the people of the future and select those who

can perform.  Leaders have a responsibility to ask those who don't

perform to move on.

Take care of your people.  Recognize those who are giving their valuable

time and congratulate them on a job well done.

Understand and be faithful to the association's strategic vision. Members