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The network has recently welcomed a string of talent to its company-owned offices in the Queensland capital.
Many take up roles in administration, with McGrath’s general manager of Queensland Charles Higgins noting the importance of investing in quality candidates to support their agents and property managers.
But he also stressed that the people in administrative roles require support themselves so that they might develop their career trajectory in a personally satisfying direction.
One of the team’s newest sales recruits, for example, is Emily Magee, who spent 15 years in the industry, largely in admin, before branching out as an agent two years ago.
“A key point to note is that not everyone has to start out as an agent if their end goal is to become one,” Mr Higgins said.
The company reports she had a particularly strong December, transacting $10 million worth of sales across the month.
“Emily operates in a market where we previously had minimal market presence and for us it’s crucial to have the right person build a team to service that area,” he said of her presence in the city’s inner north.
Importantly, she is joined by her associate Caity O’Neill in growing her market share with McGrath.
Mr Higgins emphasised the formation of such “effective business units” (EBUs) as key to the brand’s strategy for success in the region.
Stephen and Jack Dangerfield, for example, recently welcomed Riley Lucashenko to their team as an associate agent.
John and Gigi Murray of McGrath Wilston expanded their sales team with the addition of their daughter, Jill Murray, as operations manager. They are currently seeking an associate agent to join the roster as well.
And Kelly Qualtrough also welcomed an operations manager in Matt Slater.
“It’s within these EBUs that individuals have a chance to flourish while learning from the best,” Mr Higgins said. “It’s all about structure and how to match emerging talent with the right agents to create a cohesive and effective team.”
The brand has placed great stock in this strategy, crediting it with allowing its agents to reach their full potential.
“If there is one agent handling everything by themselves, it’s like a restaurant owner who greets the customers, takes their order, mixes the cocktails, cooks the fish, cleans the dishes and collects the bill. It’s too much for one person to do efficiently and effectively,” he said.
“We operate in an ‘Uber society’ where consumers want things to happen now. Having the right team members significantly improves the quality of sales processes.”
ABOUT THE AUTHOR
Juliet Helmke
Based in Sydney, Juliet Helmke has a broad range of reporting and editorial experience across the areas of business, technology, entertainment and the arts. She was formerly Senior Editor at The New York Observer.
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