I truly believe good agents are made, not born.  The skill set required to be good in real estate is readily taught.

However to be truly uncommon requires something more.  Uncommon agents, I have found, are not afraid to challenge themselves.  They draw upon a breadth of life experiences--like my own--that have honed their analytical skills, presented opportunities to polish their negotiating technique, and left them skillful in reading people and sensitive to people's needs.  Moreover, uncommon agents recognize that uncommon reputations can only be built by providing superior service and sound advice to each and every client, each and every time, consistent with a set of principles that define their business.

My guiding principles
There are six principles that guide my business. I call it  my client's "bill-of-rights".  My clients are entitled to the following:

1.  I offer choices.  As a young engineer, I learned to breakdown problems, synthesize solutions, and let decision-makers decide. I consider it my job to give my clients information, offer them choices, and let them decide. I will never pressure you into doing something you are not comfortable doing.

2.  I do what I say I will do.  Simply put, I walk my talk

3.  I will not try to be all things to all people.  I stay within the bounds of my expertise. When factors dictate that I stretch outside of it, I will seek counsel from another expert on my team, or refer you to a third party

4.  If I do not know the answer, I will say so.  Give me 48 hours and I will get you an answer, or at least I will tell you when an answer will be forthcoming

5.  I will only show you homes that fit your needs and are within your price range.  If after five or six showings we are not close to a final choice, it is because I misinterpreted your needs or it does not exist.  We will sit down and reevaluate.

6.  I cannot guarantee a problem-free transaction.  Every transaction is different, every one includes humans, and humans make mistakes.  I will attempt to minimize problems by assuming that everyone involved will not always do their job, and manage the process accordingly.  When problems do occur, I pledge to address them quickly and skillfully.