MReport May 2018

TheMReport — News and strategies for the evolving mortgage marketplace.

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20 | TH E M R EP O RT COVER STORY according to Brunker. "Obtain different view-points, attempt to re-dial your lens from the cus- tomer vantage point and be will- ing to appreciate change versus resisting it," he says. Adapt to Technology T echnology is, in fact, the factor that's rapidly changing the industry today and Jones advices that it is important for young professionals to embrace and not fear technology. At the same time, Mike Hardwick, CEO, Churchill Mortgage says that it's too easy to get con- sumed by technology if we al- low it—especially when it comes to social media and emails. He said, "It's critically important to truly identify on a daily basis what is important and focus most of our energy on that." Citing a study by Todd Duncan, Hardwick said that the study found 34 percent of loan originators used email at least 1-2 hours per day, around 44 percent were on email 4-5 hours per day and 9 percent are actually on email five or more hours per day. Make Informed Decisions I n an interview with Entre- preneur magazine, Richard Branson, Founder of the Virgin Group had said: "To be a great leader, and to be successful, one must be a good listener." This holds true for all profession - als including lenders. "An old mentor of mine taught me that nobody has all the answers, so don't get too involved in finding the answers yourself. Be willing to engage and listen to others, and the answers will come to you," Hardwick says. "I have been in this industry for well over three decades, and the one thing that has stood out to me is that many people in this industry are talented and smart, and if I spend enough time studying and listening then I will make better decisions." "'A person's judgment is no better than their information.' That piece of wisdom came from my father, who had learned it from my Great Uncle Ellis Levitt," Barrent says. "In other words, when making important decisions, be sure you indepen - dently validate your information and don't make decisions in a bubble. Today, I seek to get all of the facts available and bounce ideas off others before making a final decision." Tap Opportunities I f you survey 20 people in the mortgage industry at any time, you'll find some who will tell you it's a good time to be in the business and some who'll say it's a bad time to be in the busi - ness. In actuality, all markets contain opportunity, so it's not "good" or "bad" market timing that leads to success or failure," advised Michael Dubeck, CEO, Planet Financial Group. For Jones, it is executive intent that can help an employee suc - ceed in pursuing an opportu- nity. "[Executive Intent] requires that you define success, set an expected timeline for comple- tion, define any hardline resource restrictions, and then allow your employee a set amount of time to come back and brief you on the plan," Jones explains. "As long as the plan is successful and doesn't break restrictions, you have to discipline yourself to allow your people to execute in their way, even if it's not how you would personally do it. After comple - tion, you should then conduct an "after action review" that focuses on what the plan was, and what may or may not have gone ac- cording to plan." It's also important to remain flexible and adaptable to tap into these opportunities according to Tom Millon, CEO of Capital Markets Cooperative. He says, "Be flexible and adaptable as markets and opportunities change and never give up as the line is not straight between here and great success,". Commit to Patience V ery often, young profession- als, in their bid to rise fast make rash decisions. According to Brunker, it is important to remain committed and always strengthen the foundation of a company before accelerating growth, he advised. "Ensure systems, opera- tions, and support functions are upgraded all before implementing growth initiatives. New leaders tend to immediately want to go for the shiny star and implement growth initiatives first. I think this should be the latter." Holmes agrees: "Millennials are used to automation and the imme - diate gratification that comes with it. This generation and the one behind it must learn not to quit things just because they get push back; they must develop a mental- ity of patience and understanding– and a realization that some things (especially those worth waiting for) don't come quickly." "Setbacks can be a directional change for the better and a learn- ing experience," Barrent says. "When one door closes, you may be disappointed, but it also may be the best thing for you." For Thorpe, commitment is also about the hard work you put in at the beginning of your career. He advised, "Many people entering the workforce struggle to make the personal efforts necessary to succeed. Don't be afraid to come in early, work late and show those around you that you care about your performance and career." "Success isn't handed out at the door in the mortgage industry, or any industry for that matter, success is earned through hard work, dedication, and focus." "At times, leaders become emotionally connected to what they have built due to pride, relationship, or other factors. You must step away from the connections, look at the facts and the long-term outlook and be willing to make tough decisions if appropriate." —Glenn Brunker, President of Mortgage, BOK Financial

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