I agree to terms & conditions provided by the company. By providing my phone number, I agree to receive text messages from the business.

Team leadership experience — How long have you led a team? *

Team size — How many agents are on your team? *

Keller stage — Where are you on the path to a business that runs without you? *

Coaching format — How do you want coaching to work? *

90-day goal — What do you want most for your team in the next 90 days? *

Coaching priority — What should coaching focus on first? *

Principles and values — Does your team have written principles and values? *

Choose ONE response that is most like your natural behavior. Do not choose what you think the role requires.

B1. When a new opportunity appears, I usually *

Move quickly toward a decision.

Start a conversation and build enthusiasm.

Consider how to support the people involved.

Gather information before deciding.

B2. When an agent on my team is stuck on a difficult transaction, I naturally *

Take charge of the next steps.

Keep them engaged and optimistic.

Provide calm and consistent support.

Check the details and possible causes.

B3. In a team discussion, I am most likely to *

Challenge the group to reach a decision.

Contribute ideas and energize discussion.

Listen and help everyone participate.

Test assumptions and ask for evidence.

B4. When learning a new system, I prefer to *

Try it immediately and solve problems as I go.

Learn through an interactive demonstration.

Practice with a dependable guide.

Review instructions and understand the process.

B5. When my recommendation is questioned, I tend to *

State my position directly.

Persuade through conversation and examples.

Seek common ground before responding.

Explain the reasoning and supporting facts.

B6. My natural work pace is usually *

Fast and focused on the outcome.

Lively and responsive to people.

Steady and consistent.

Measured and deliberate.

B7. At an unfamiliar professional event, I usually *

Introduce myself to people with a clear purpose.

Start conversations with many people.

Build a few comfortable conversations.

Observe first and choose conversations carefully.

B8. When plans change suddenly, I usually *

Decide on a new direction quickly.

Talk through possibilities with others.

Work to restore stability for everyone.

Check the consequences before changing course.

B9. The feedback I most want to hear is *

You achieved a difficult result.

You connected with and motivated people.

You were dependable and supportive.

You produced accurate and thoughtful work.

B10. When delegating, I naturally emphasize *

The result and deadline.

The purpose and enthusiasm for the task.

Support and a clear working relationship.

The standards and detailed instructions.

B11. Under pressure, I may become *

Too forceful or impatient.

Distracted or overly optimistic.

Too accommodating or reluctant to confront.

Overly critical or slow to decide.

B12. When an agent is taking a long time to act on coaching, I tend to *

Ask what they need to move forward.

Use conversation to build their confidence and excitement.

Give them space and dependable support.

Provide more information and comparisons.

B13. When working independently, I am most comfortable with *

Freedom to choose how to reach an ambitious goal.

Variety and opportunities to interact.

A predictable routine and steady relationships.

Clear standards and time to work carefully.

B14. When I disagree with an agent on my team, my first instinct is to *

Address the issue directly.

Talk it through and maintain positive energy.

Protect the relationship and find agreement.

Clarify the facts and reasoning.

B15. When planning the team's week, I naturally focus on *

The biggest outcomes to achieve.

The people to connect with and new opportunities.

Consistent commitments and follow-through.

Priorities, details and possible problems.

B16. When a task is nearly finished, I am most likely to *

Push to complete it and move forward.

Share progress and involve others.

Make sure everyone has what they need.

Review it carefully before calling it complete.

Rate how much you would enjoy doing each activity regularly, even if both sides offered equal earnings and equally qualified leads. 1 Strongly dislike — 2 Dislike — 3 Neutral — 4 Enjoy — 5 Strongly enjoy. Preference is about what gives you energy. It is separate from your current ability.

P2. Recruiting an agent by showing them the business we'll help them build — not just the split. *

P4. Building a culture and reputation that makes good agents want to join. *

Rate your ability based on work you have actually performed. Use N when you have not performed the task. Confidence without an example is not demonstrated skill.

L1. Coach an agent through a stuck deal so they know the next step. *

L2. Spot a drifting agent weeks before they quit — production sliding, follow-up going quiet, missed calls, pulling back from the team — and have the direct conversation. *

L3. Hold an agent accountable with love — clear expectations, a real commitment, regular check-ins, and honest feedback — without damaging the relationship. *

Y1. Recruit an agent by showing them the business you'll help them build — not just the split. *

Y2. Onboard a new agent so they can take their first client within 30 days. *

Y3. Track the team's pipeline and numbers so you know where every agent stands. *