Get your division president, superintendent, land department, loan officers, and designers on your team. If they’re in your office at the same time as a prospect, involve them in your sales process. Ask them for a third-party endorsement and then sit back and watch them sell.

For example, when your division president comes in, ask, “Why did you choose to work here?” or “What do you think is great about this builder?”  Or with your superintendent, say something like, “You could’ve worked for any builder, but you chose Builder Y. What is it about the construction quality that drew you here?”

If your land person shows up, get them to talk about the neighborhood and what unique niche they were trying to fill. Hearing why it was important for the land department to secure the property and what they went through to make it happen will reinforce the value for the prospect.

Facilitate the employee (your teammate) to provide that third-party influence. After they’ve made their sales presentation, make sure to step back in and capitalize on the conversation. When your teammate leaves, use their responses as a springboard and ask questions like, “Of all the things you heard, what stood out to you most?” Their answers will either uncover objections you can address or push the prospect to the point where they’re ready to move forward.

Either way–it’s a win. Go team!

Contributed by Jason Forrest

Jason Forrest (named one of 2012′s Top Young Trainers for Training Magazine–a national, industry-wide publication) is an expert at creating high-performance sales cultures through complete training programs. He incorporates experiential learning (rather than theory) to increase sales, implement cultural accountability, and transform builders into sales organizations that build homes. A sales professional at heart, Forrest is the author of Creating Urgency in a Non-Urgent Housing Market and 40-Day Sales Dare for New Home Sales. As a consultant for many of the leading homebuilders in the United States, Canada, and Australia, Forrest’s competitive distinction is his behavior-modification approach (which focuses on people, process, and presentation) and his focus on culture change.  Learn more at http://www.forrestperformancegroup.com.