The small things that might be costing you big business

 

Here’s something to think about this week: Are you making it too hard for people to do business with you?

 

We spend a lot of time thinking about pricing, marketing, and competition, but sometimes the biggest reason you’re missing out on assignments comes down to this: You’re just not easy to work with. And I don’t mean you’re a pain personally—I’m talking about your process.

 

Let’s start with the basics. Are you answering your phone when someone calls? Are you replying to emails in a timely way? Because if you’re not even doing that, you’re missing business—plain and simple. But beyond the basics, here’s where a lot of appraisers start to lose people: during scheduling.

 

Let me give you a real-world example. I just completed a non-lender job for a client who told me he had shopped around. He mentioned calling a few other appraisers, some with slightly higher fees than mine, and one in particular who lost his business entirely. Why? The process was just too complicated.

 

He said one guy told him he’d have to wait for an engagement letter, then fill out forms, then schedule the appointment himself online. The guy barely had a chance to ask a question before he was being walked through this maze of tasks. The caller got frustrated and hung up.

 

Now compare that to how I do it. If someone calls and I have availability, I get their basic info, we book the appointment, and that’s it. If they’re meeting me at the property, I don’t require the engagement letter to be signed before we meet. I’ll remind them the day before, and we can handle the letter and payment at the time of inspection. If they’re not meeting me in person, then yes, I’ll send over the engagement letter ahead of time—but I make it simple. I use Adobe eSign so they can complete it from their phone in a minute or two.

 

Here’s the thing: your process might make perfect sense to you, but if your customer finds it confusing, inconvenient, or clunky, you’ve lost them. When you’re doing non-lender work—especially in fields like divorce, estate, or pre-listing—you’re often dealing with people under stress. They want to get it done, and they want someone who makes it easy.

 

So take a minute this week and audit your own system. Are you creating friction? Are you adding steps that could be simplified? Are you being responsive and helpful? Or are people quietly moving on to someone else because your process is a little too much?

 

If you want help building the kind of business people want to work with, we’ve got you covered. Inside the Appraisal Referral Network, we’ve got over 30 micro lessons focused on marketing, networking, and customer service, plus a resource library to help you grow your non-lender business. 

This week I came across a Facebook post in one of the appraiser groups that caught my attention. It was from an appraiser, not a newbie, who said they were working to shift their business model from mostly lender work to mostly non-lender. They were already doing some private work but wanted to make it the core of their business. Here’s a paraphrased version of what they said:

 

“I’m working on transitioning my appraisal business to focus more heavily on non-lending assignments. I currently do some, but I’d like to learn more. If anyone has experience and would be willing to hop on a call, I’d appreciate it. I have general questions about what’s included in non-lender reports, what’s left out, and how to market for this type of work.”

 

It was a simple and honest post. And it’s exactly how a lot of appraisers get started with private work.

 

What followed in the comments was a mix of encouragement, warnings, and strong opinions. Here are a few that stood out:

 

  • “Non-lending work can be good and it can be just as bad as lending work. Private clients shop for price just as much, if not more. And yes, you are more likely to be pulled into a lawsuit.”

  • “It’s hard to get volume with private work only.”

  • “Don’t put all your eggs in one basket. Private work can be excellent, but it takes a lot of effort. Higher complexity, higher fees, and a higher pain-in-the-ass factor.”

  • “Sometimes you do get higher fees, but too many people pretend private work pays whatever the appraiser wants, which is just fantasy.”

  • And one encouraging voice said, “Yes, it can be done. I’m 30 years in, love what I do, and I’m 100 percent private work.”

That’s the reality. There’s a wide range of experience out there.

 

Some appraisers are thriving with private work. Some aren’t. And some struggle because they don’t approach it like a business.

 

Here’s what I see. Lender work has its pros and cons. So does private work. Neither one is perfect. But when you diversify your income streams, you create more stability. When rates jumped from 2.5 percent to 7.5 percent, lender volume dried up for a lot of people. But those of us who had built up our non-lender pipelines? We kept working.

 

The big difference is that private work requires you to market yourself and run your business like a real business. You can’t just wait for orders to show up in your inbox. You need to build relationships with attorneys, agents, fiduciaries, and past clients. And yes, some people will price shop, especially from your Google profile. That’s fine. I’m not trying to be the cheapest appraiser in town. I don’t need to be. When someone is referred to me by someone they trust, they usually aren’t calling anyone else. And if they do, they often come back even if I’m more expensive. Because trust matters.

 

I ended up giving that appraiser my number, and we spoke for about 20 minutes. I shared what’s working for me, what’s not, how I handle reports, and how I market. I didn’t sugarcoat it. I just told them what’s been real for me.

 

If you’re thinking about making the shift, or if you just want to sharpen your skills and create more options, start with a question. Join the Appraisal Referral Network. Make connections. Reach out to others who are doing the work.

 

This side of the business has been good to me and my family. It’s why I write these articles. And if you want help getting started, I’m happy to share what I’ve learned.

 

All the best,
 Dan Lindeman
 ReferAppraisals.com

Don’t Forget to Say Thanks
 Why a little gratitude can go a long way in your appraisal business

 

When was the last time you thanked someone for referring you? Not just a casual “Oh yeah, I appreciate it,” but a real, intentional thank you?

 

One of the simplest and most overlooked ways to grow your non-lender business is to consistently thank the people who send business your way. That gratitude—whether it’s a quick phone call, a text, or a conversation in person—makes people want to keep referring you.

 

Here’s how I handle it in my own business: on every engagement letter, I include a question: Who referred you? If I forget to ask on the initial phone call, I make sure it’s captured before the job starts. And as soon as I find out who the referral came from, I reach out.

 

Let me give you a few quick examples.

A forensic accountant recently referred me a divorce case. Actually, it was two appraisals for the same client. As soon as I got the referral, I called them up. “Hey, I just wanted to say thank you for thinking of me,” I said. Simple, quick, and meaningful.

 

Another time, a real estate attorney I’ve worked with introduced me to another attorney, who ended up referring me to a new client. I happened to bump into that first attorney at an event, and I made sure to say, “Hey, thank you so much for that introduction. It led to a great client, and I truly appreciate it.”

 

And of course, real estate agents. I’ve found they love a quick call or text. One agent sent me a client for a pre-listing appraisal. After wrapping it up, I followed up with him directly: “Thanks for thinking of me. I really appreciate the trust.”

 

It’s also worth remembering that when someone refers you, they’re essentially putting their reputation on the line. They’re saying, “This is someone I trust.” That’s a big deal. So it’s not just about doing a good job for the client—it’s about making the person who referred you look good too. I treat referral clients the same way I’d treat someone I’ve worked with for years, because I want the person who sent them to feel confident they made the right call. It should be a win-win for everyone involved.

 

These are small moments, but they add up. A few words and a little effort go a long way. That’s how you stay top of mind the next time they need someone.

 

So this week, think about how you can build more gratitude into your business. Who can you reach out to? Who deserves a quick thanks for sending business your way?

 

And as always, if you’re looking to grow your non-lender business and get more of those referrals in the first place, check out the Appraisal Referral Network at ReferAppraisals.com. We’ve got both free and Elite memberships. Elite members get access to educational content, a resource library, and higher referral payouts. Once your business starts growing, those referrals start flowing.

 

All the best,
 Dan Lindeman
 ReferAppraisals.com

People often ask what it’s like running a mostly non-lender appraisal business. The short answer? No two days are the same. It’s rewarding, unpredictable, and occasionally exhausting. But it also gives you more flexibility, better pay, and a stronger sense of control over your schedule and your business. Here’s what a recent week looked like for me.

 

Monday: Collaborative Law Meeting and Catch-Up

I started the week with a collaborative divorce meeting. For those unfamiliar, collaborative law is a family law process where both parties work together with attorneys and professionals like appraisers to resolve disputes without going to court. I still need to do some digging to see if it’s common outside of Florida, but it’s a great niche.

 

This case involved a home that had just been purchased and gutted when the divorce began. The couple couldn’t agree on the value, and their accountant asked me to attend the meeting to answer questions in real time. I was there before, during, and after their meeting with the attorneys. It was a valuable use of my time, and I was paid over $300 an hour. The couple reached a tentative settlement during the session, and it was great to see it come together.

 

In addition, I got to meet a new family law attorney who said she would begin using me for appraisals going forward. Another solid connection made by simply showing up and being helpful.

 

After that, I caught up on a few reports I hadn’t finished over the weekend.

 

Tuesday: Lending Job and CRA Assignment

Tuesday started with a lending assignment. I still take on lending work, and about 20 percent of my business comes from it. I like keeping a mix.

 

Later that day, I worked on an appraisal for a nearby city’s CRA. It came through an attorney who had been referred by another attorney. The property was essentially a teardown—so rough that I had to meet a police officer on site, and we couldn’t even go inside due to safety issues. Still, it was an interesting job and a good example of the kind of variety that comes from referral work.

 

Wednesday and Thursday: Divorce and Pre-Listing Work

Midweek, I had another lender job and a divorce assignment from an attorney I regularly work with. I also had a high-end pre-listing job referred by a real estate agent who sends me consistent business. Both paid well and came from trusted referral partners. This is where the long game of building strong relationships really pays off.

 

Friday: Desktop Appraisal and Marketing Day

Friday included a desktop appraisal for a cash buyer. I had lots of MLS photos, a great floor plan, and an inspection report. I gave him two options: a full inspection for $595 or a desktop report for $450. He went with the desktop, which saved him money and saved me time. Win-win.

 

The rest of the day was all business development. Every two months, I set aside time to schedule all my outbound marketing: emails to attorneys and agents every 10 days, holiday-specific messages, blog posts, and social media content. It takes me about three to four hours, but it keeps me visible and keeps the pipeline full. I even created a training video on how I do it. It’s not exciting work, but it’s necessary if you want consistent business.

 

The Takeaway

Non-lender appraisal work is real business ownership. You have to market, network, quote jobs, take some calls, and turn some down. It’s not always easy, but it’s absolutely worth it. The fees are better, the work is more varied, and the business is far more resilient. If interest rates shoot up tomorrow, it won’t derail my schedule or bottom line.

 

If you’re looking to grow your non-lender business and get more of this kind of work, check out the Appraisal Referral Network at ReferAppraisals.com. We’re here to help you build a smarter, more sustainable appraisal business—one connection at a time.