MY HOME SELLING PLAN A practical workbook for preparing, pricing, listing, moving, and closing with greater clarity PLAN FIRST PREPARE WELL DECIDE WITH CONFIDENCE Homeowner name or names ________________________________________________________________________________ Property address ________________________________________________________________________________ Target selling period ________________________________________________________________________________ Prepared for personal planning and conversations with qualified real estate, legal, tax, lending, and home-service professionals. How to Use This Workbook Selling a home is more than placing a sign in the yard. It affects your finances, calendar, daily routine, belongings, and next living arrangement. This workbook helps you gather the facts, identify decisions, and prepare useful questions before you commit to a plan. A simple way to work through it ☐ Complete Sections 1 through 4 before interviewing a real estate professional. ☐ Use Sections 5 through 8 to build the property preparation, pricing, and marketing plan. ☐ Use Sections 9 through 11 when reviewing offers, planning the move, and preparing to close. ☐ Write down facts separately from estimates. Confirm estimates with the appropriate professional. ☐ Update the action plan whenever dates, costs, or priorities change. My current starting point Question My answer How certain am I that I want to sell? ☐ Exploring ☐ Likely ☐ Ready When would I ideally move? Have I spoken with a real estate professional? ☐ No ☐ Yes Do I know where I will live next? ☐ No ☐ Maybe ☐ Yes What is my biggest concern? Planning note: This workbook is educational and organizational. Local laws, contracts, disclosures, taxes, and market practices vary. Obtain advice that applies to your property and location. Section 1 Why I Am Considering a Sale A clear reason for selling makes later choices easier. Your reason affects timing, price flexibility, repairs, showings, and the type of offer that may fit best.

You have a stack of tasks that only you can do right. That's what you tell yourself anyway. So you keep doing them. The reports. The client calls. The scheduling. Your team watches you carry the load, and after a while they stop offering to help. Not because they don't care. Because you've shown them the load is yours. I coached Little League football for years. Every fall I'd watch a new assistant take over the offensive line. I could have run every drill myself. It would have looked cleaner, at least at first. But my job wasn't to run drills. My job was to build coaches who could run drills without me standing there. Business works the same way. If you're doing everything, you're not leading. You're just busy. THE LESSON Delegation isn't about lowering your standards. It's about raising someone else's ceiling. When you hold onto a task because "no one else does it right," you're not protecting quality. You're capping your team's growth, and your own. A REAL EXAMPLE Early in my coaching career I held onto special teams because I didn't trust anyone else to get it right. One season I finally handed it to a young assistant named Mike. He didn't run it my way. He ran it better. The kids responded to him differently than they responded to me. I didn't lose anything that year. We gained a coach who could handle it whether or not I was on the field. That's what delegation actually buys you: coverage, and a stronger team. THREE THINGS TO TRY THIS WEEK 1. Pick one task you're still doing that someone else is ready for, and hand it off this week. 2. Give the outcome you want, not a script of exact steps. Let them find their own way there. 3. Check in once, then step back. Micromanaging a delegated task just takes it back. A QUESTION WORTH SITTING WITH What's one thing on your plate right now that someone else could be doing, if you gave them the chance? FROM DKFEE COACHING Fundamentals create freedom. Handing off the fundamentals you've mastered is what frees you to lead at a higher level. That's not letting go of control. That's making room to lead.

They Get Better With More Clarity. THE CHALLENGE You've got two options on your desk and you keep flipping between them. You've asked around, gathered opinions, slept on it. You're still no closer. The team is watching. Not because they expect you to be right every time, but because they take their cue on how to move from how you move. Meanwhile the decision sits there, getting more expensive every day it stays open. THE LESSON Most leaders think decision-making is about having enough information. It isn't. It's about having a clear decision rule before the pressure hits. When you know in advance what you're optimizing for, speed, cost, quality, or relationships, most decisions make themselves. When you don't, every decision turns into a debate you have with yourself. IN PRACTICE When I coached Little League, I had one rule for building a lineup. Put the kid who worked hardest in practice in the spot that mattered most, not the kid with the most raw talent. I set that rule before the season started, not during a tight game. That meant when a parent challenged a lineup call, I didn't have to think it through on the spot. I already had. Business works the same way. The leaders who look decisive under pressure usually aren't reacting quickly. They decided their criteria weeks earlier. THREE THINGS TO TRY THIS WEEK 1 Before your next big decision, write down the one thing you're optimizing for. Speed, cost, quality, or relationship. Pick one. 2 For a decision you make often, build a simple rule now so you're not relitigating it every time it comes up. 3 Next time you catch yourself stalling, ask what information you're actually missing versus what confidence you're missing. They are not the same problem. A QUESTION TO SIT WITH What's one decision on your plate right now that you're delaying, and what would it take to name your decision rule today instead of tomorrow? FROM DKFEE COACHING This is Awareness, Strategy, Knowledge in practice. Awareness of what you're optimizing for.