Let’s be honest: The last few years in real estate have been a roller coaster. Contract changes, consolidation, Department of Justice inquiries, rising interest rates, low inventory, constant uncertainty. Being a broker right now sometimes feels like juggling knives while riding a unicycle.
It’s tough out there. Tough to be a broker. Tough to be an agent. And the reality is it’s tough to be a practitioner in any market because change in this industry really is constant.
And yet, that’s exactly why leadership matters more than ever.
The best brokerages I’ve seen (and strive to build myself) have one thing in common: They create an environment that fosters both high support and high achievement.
Neither works in isolation. Too much “support only” and you get kumbaya circles where everyone feels good—right up until the bills arrive. Too much “achievement only” and you risk building a mercenary culture—agents with doors closed, competing instead of collaborating, and missing out on the magic of shared knowledge.
So how do we, as leaders, create that sweet spot?
1. Think Like a Talent Manager.
Our job isn’t just to manage—it’s to develop careers. That means coaching agents to build the right skill set, identify their lead pillars and create business plans that work. It means asking questions like, “Where do you want to be in three years?” and then helping them reverse-engineer the steps to get there. Be the trusted guide who keeps them focused on the long game, not just the next transaction.
2. Sell the Vision Before Someone Else Does.
When agents leave a brokerage, it’s often because they bought someone else’s vision for their future. Maybe they were promised leverage, more time or bigger growth. Don’t let someone else outdream you. Help your agents imagine what’s possible inside your walls—and then equip them with the tools and resources they need to get there.
3. Build Real Connections.
This one sounds obvious, but it’s the glue. Create peer-to-peer connections between staff, agents and leadership. Agents don’t stay just for the splits or the technology. They stay for the people they feel connected to. Culture isn’t built on posters and slogans—it’s built on conversations, masterminds and those “you’ve got this” hallway moments.
4. Stop Chasing Every Agent. Find the Right Ones.
Here’s the truth: You don’t need every agent. You need your right-fit agents, the ones who see the value in what you offer and can thrive within your system. Figure out what problem you solve best—whether that’s white-glove client service, leverage to give them time back, strong leads or a culture of collaboration—and then surprise and delight your people by doubling down on it.
When you get the right agents in the right environment, momentum builds. And once momentum is rolling, leadership feels a lot less like juggling knives and a lot more like coaching a championship team.
Here’s the leadership litmus test I use: Would I want my own kid to work in this brokerage culture? If the answer is yes, then I know we’re building something that lasts.
The next decade won’t belong to the brokerages with the flashiest tech stack or the lowest split. It will belong to the brokerages that marry excellence with empathy—who build cultures where achievement and support coexist, where agents thrive personally and professionally, and where vision outpaces fear.
So, here’s the challenge: Lead boldly, love your agents well, and never underestimate the power of culture. Because with the complexity of this industry, the brokerages that focus on people—agents, staff and clients—will be the ones still standing strong when the dust settles.
