Once upon a time there lived a trainee appraiser (registered is so provincial!) who posted his resume on this very website. Some months later, he received a response to his personal ad from Fred and Wilma Appraisal, who ran a small appraisal company, and were looking to expand their business by hiring a couple of gullible trainee appraisers.
Wilma left him a message on his answering machine and invited him to phone her.
He subsequently returned her call and she embarked on a telephone interview. A few days later, she offered him a position with the company, providing he could turn up for training the following week. He was so excited about the opportunity and duly signed up. This meant having to give up his current job to participate in the week’s training.
On Monday morning, he faithfully arrived at Fred and Wilma’s for a week’s training, unpaid of course. He was very attentive all week, soaking up the information coming his way and asking thoughtful and relevant questions. He was so happy to hear Wilma preaching about morals and ethics, and how they were going to teach their trainees the right way. She warned him about the unscrupulous people lurking around every corner in the appraisal industry, but not to worry, because Fred and Wilma would protect him. But a disturbing thought occurred to him. She was pontificating while wearing red shoes!
The following week, he would begin work on the first of his twenty appraisals under the supervision of Fred or Wilma. Monday morning could not come too soon, and he drove to Fred and Wilma’s in eager anticipation. Unfortunately, Fred had been unable to arrange the appointment for his first inspection, and he was told to spend time undertaking research on the property with the computer.
On Tuesday morning, while preening himself in front of the bathroom mirror, Wilma called to tell him that they still hadn’t arranged a time for the inspection and instructed him to stay home until further notice. Wednesday morning dawned and Wilma called to advise him that the appointment had been finally arranged for noon, and he was to report for duty no later than 11.30. He was so happy that he could have crushed a grape. He was finally on his way to fame and fortune.
Wilma accompanied him on the inspection which proved quite uneventful. They duly returned to base and he started work on his report. The sketch tool proved a little handful on the win total software, but it was early days, and he comforted himself with the thought that he would improve with practice. At 7.00pm, Fred told him to go home and that he could finish the report in the morning.
Thursday morning dawned and he had been up a couple of hours when he received a phone call from Fred. Fred had never called him before, and alarm bells began ringing inside his head. “Good morning my friend (don’t you hate it when someone you barely know, calls you his friend?). Wilma and I have been having a chat, and as much as we like you, the company is about to take a different turn which regrettably doesn’t include you. I had to finish your report late last night because the client was screaming for it, and we have concluded that we don’t have the time to supervise you with so many appraisals piling up. Furthermore my friend, you are slower than a jackrabbit on the computer. So when you have picked up your jaw from the floor, have a nice life.”
The trainee could barely speak. Was it his fault that his mentor didn’t arrange the inspection until Wednesday? Should a trainee be fully conversant with complicated software? What about the job he gave up to devote all his time to appraisal? It was too late to ask his friend, his mentor, to answer his questions. Fred had left the building. But do you know the moral of the trainee’s story my friends? Never trust a woman in red shoes, particularly one who knows as much about ethics as the former CEO of Enron. I know because I was that trainee.
I don't understand the red shoes?????? Does that mean she was HOT?
Anyways Jack, join the crowd. Most of us in training get or have been dropped like a piece of trash. Don't take it personally. Screw Fred and Wilma! Hold your head up and go do it again. Guess what, it'll probably happen again! This is where you figure out who you are (better or worse, up to you) and not a lap dog to Fred and Wilma. This could be the best thing that happened to you. Start looking around and turning over every rock. They don't tell you this in the beginning, but it's a hard, expensive, and time consuming journey. Now go get'em or get your old job back!
A person made a post on this very forum. I responded and we decided to move forward. After several wasted months (My Fault) I asked her to go and visit a client that was giving us 4 or 5 appraisals each month. She came back with 6 or 7 orders. Four reports were completed for various reasons, the other didn't work out. I though, maybe I can get her to go by my other clients and take lunch, thank them of their business. Thirty minutes before the 1st appointment she calls with "I have personal business, I will see you in 3 days". I told her to forget it and find something meaningful to do. That she did, she went to someone else and told them she has her own client. Not to worry, I didn't lose my client but there is 3 sides to each story. 1. your side; 2. their side; 3. The truth.
Now: the cold hard facts of life; you should have tested the depth of the water with one foot not both feet. "Only a fool test the depth of the water with both feet".
Being a real mentor is very hard work. My wife tells me that being a good father mean extra work and time. While I feel that I can only mentor one appraiser at a time that is my limitations not others. I feel that there is just so much material right now that if I had 3 or more I would neve get anywork done. I have worked 1200 field operatives for the federal govenment but working three appraisers is tough if you do it right. Like ME has always said there is right and there is cheap. I feel there is right and there is 24hour turnarounds. If you do 3 to 5 a week then yes maybe if everything is easy 24hr turns but if your doing 30 to 50 a month its just not going to happen and training someone takes time. In our industry TIME IS MONEY but like MEP posted there are always three sides-my side your side and the truth!
Jack
Sorry to hear about that, if possible try to find someone who has already trained someone. I am doing my first mentoring right now and it is very hard as the mentor to figure out how to schedule things in a timely manner, try to make sure that the trainee has enough work to make a living(I do not believe you should lose money or have excessive expenses as a trainee because your income varies anyway). Someone who has already trained a few people may be a more suiteable situation and match for you.
Just my opinion
AST
I am not implying that Jack falls into this category, but I've had plenty of interviewees (is that a word?) who were not the least bit proficient with a computer, much less any appraisal software.
I have learned that one of the most important questions I ask a potential trainee is how versed they are with a computer. If I have to teach you how to add an attachment to an email you are looking into the wrong business. This may not have been true 10 years ago, but it is written in stone now.
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A Lesson in Ethics
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