Starting out as a Business Development Manager can feel like stepping into a world where expectations are high, the pace is fast, and every conversation counts. For Principals, bringing someone new into the role can feel equally uncertain. How do you set the right expectations, give the right support, and measure success early on?
I’ve worked with many BDMs and Principals across different Agencies, and the early stages always tell the story. Those first few months shape habits, build confidence, and establish the systems that define whether someone thrives or struggles. Whether you’re the one starting the role or the one leading it, these five tips will help set things up for long-term success.
When you first step into a BDM role, it’s easy to assume success is all about numbers like how many appraisals you booked or how many new managements you signed. Those things matter, but they don’t define the role entirely. A great BDM understands that their purpose extends beyond signing new business. They connect marketing, communication, and service in a way that represents the entire Agency’s brand.
Understanding your role means recognising the broader picture. You’re the bridge between potential Landlords and the Property Management team. You’re often the first impression of the Agency, setting the tone for what clients can expect.
For new BDMs, take time to learn what success really looks like within your Agency. Ask questions. Understand the difference between activity and outcomes. Learn what kind of Landlords your Agency wants to attract and what standards you’re expected to uphold.
For Principals, this is where your guidance matters most. Be clear on what you expect from your BDM. Define success in terms of both numbers and behaviours such as communication, follow-up, relationship building, and conversion quality. When both sides understand the role deeply, you create alignment from the start.
When you’re new, the temptation is to chase everything that comes your way. Every lead feels like an opportunity and saying no feels like the wrong move. But not every Landlord will be the right fit and not every property will serve your Agency’s goals.
Knowing your audience is one of the most valuable skills a BDM can develop. Take the time to define your target clients. Think about who they are, what they value, and what kind of relationship they want with their Agency.
Ask yourself questions like:
When you know your audience, your marketing becomes more focused, your conversations become more relevant, and your conversion rate improves.
For Principals, encourage your BDM to learn the marketplace deeply. Give them access to data and insights. Share your vision for the kind of clients you want to attract. The more aligned your team is on audience and marketplace, the stronger your brand positioning becomes.
A well-defined audience helps you avoid mismatched expectations later. It’s the difference between chasing managements and building a portfolio you’re proud to manage.
Organisation is one of the biggest differences between BDMs who grow steadily and those who burn out. Without systems, it’s easy to lose track of conversations, forget follow-ups, or miss opportunities that were sitting right in front of you.
Your CRM isn’t only a tool. It’s your business partner. Every lead, every conversation, and every follow-up should live there. The goal isn’t to fill it with information for the sake of it, but to create a system that supports your thinking and saves you time.
Strong BDMs build habits around consistency. They start each day knowing what’s in their pipeline, who needs contact, and what opportunities are worth pursuing. They treat the database like a living asset that grows, evolves, and reflects their effort over time.
For new BDMs, get comfortable using your CRM from day one. Set aside time each day to update it. Create reminders and follow-up plans. The discipline you build early will set the standard for how you manage leads later.
For Principals, reinforce the importance of data hygiene and structure. A well-organised database doesn’t only support your BDM’s performance, it helps your entire Property Management team operate more efficiently.
Tracking everything also creates accountability. When everyone can see the story behind each lead, conversations around performance become more transparent and productive.
The best BDMs are lifelong learners. They treat every interaction, whether it ends in a signed agreement or not, as an opportunity to learn something.
When you’re starting out, you’ll have conversations that don’t go anywhere. You’ll miss out on managements you wanted. You’ll stumble through objections and sometimes walk away wondering what went wrong. That’s normal. What matters most is how you respond.
Instead of focusing on the outcome, look for the insight. Ask yourself:
This kind of reflection builds skill and confidence. It helps you refine your language, sharpen your pitch, and connect more genuinely with people.
For Principals, create a culture that supports feedback and learning. Encourage your BDM to debrief after every major appointment or presentation. Celebrate effort, not only results. When you model curiosity and openness, you build resilience in your team.
Every conversation teaches something. Over time, those lessons shape the confidence and composure that every successful BDM needs.
Confidence grows from competence, but it starts with understanding the value you bring. A new BDM often feels pressure to prove themselves quickly. The instinct is to compete on fees or rush to win business by offering more for less. That approach rarely builds long-term success.
Instead, focus on value. Know what makes your Agency different. Understand your processes, your service standards, and the results you deliver. The more clearly you can articulate those things, the more confidently you can communicate with potential clients.
A great BDM doesn’t sell, they educate. They help Landlords make informed decisions by showing them what quality property management looks like. They ask thoughtful questions and help clients connect the dots between the service they want and the value the Agency provides.
For Principals, invest time in helping your BDM build this confidence. Role-play conversations. Share success stories. Make sure they understand how your Agency operates, what your team values most, and how to explain it simply.
Confidence isn’t arrogance. It’s calm conviction. When a BDM believes in the service they represent, it shows in how they speak, how they listen, and how they follow through. That’s what turns a good introduction into a long-term relationship.
Every BDM’s journey starts somewhere. The early stages can feel uncomfortable, full of learning curves and moments of self-doubt. But with the right structure, mindset, and support, those early challenges become stepping stones toward long-term success.
For BDMs, focus on understanding your role, your market, and your value. Build systems that support you and habits that make success repeatable. Stay curious, open, and committed to learning.
For Principals, remember that a great BDM doesn’t grow overnight. They need structure, training, and feedback. They need to feel part of the Agency’s bigger picture. When you invest in their growth, you’re not only supporting their career, you’re strengthening your business.
The BDM role is one of the most powerful growth levers in any Agency. When it’s done well, it creates opportunities, builds relationships, and drives sustainable results. Whether you’re stepping into the role or leading someone through it, success comes from the same place: care, consistency, and continual improvement.
Join our BDM Performance Program, a proven framework designed to help Business Development Managers build confidence, consistency and measurable growth. Whether you’re a new BDM or a Principal developing your team, this program will give you the tools, scripts and strategies to accelerate results.
