Real estate leaders know that things can change quickly. But the speed and stress of the last few years have changed what good leadership looks like. Traditional models have been put to the test by changes in the market, changes in how buyers behave, tech disruptions, and changes in what workers expect. And for teams to do well through it all, leaders need to change as well.
It's not just about hitting targets or running the business anymore. It's about being a strong leader, earning people's trust, and keeping them grounded when things are changing all around them. What the best real estate leaders are doing differently and why it matters more than ever.
Trust is the first thing that makes a team strong. Not just the kind that is based on skills and results, but the deeper kind where people know their leader sees them as more than just workers.
Cognitive trust is based on someone's reliability and knowledge. This gets bigger when leaders keep their word, follow through, and show they know what they're doing. In real estate, this could mean helping an agent during a tough negotiation or stepping in to clear things up when a deal goes wrong.
Next, there's trust in your feelings. People build this when they feel like they are being heard, supported, and understood. Leaders who check in, admit they don't have all the answers, or talk about stress send a strong message: being vulnerable is not a sign of weakness; it's a sign of strength. That kind of place makes people loyal, not leave.
People don't need polished speeches or business language when things change. They need to be clear.
Real estate leaders who are strong don't wait until they know everything to speak up. They tell each other what they know, what they're still trying to figure out, and what's next. It's not about being perfect; it's about being honest and doing it often.
Silence makes people afraid, whether it's because the market is changing or the company is restructuring. A leader who is honest, even when things are unclear, helps others stop worrying and start doing.
And talking isn't the only way to communicate. The way it's said. People respond to stories, real talk, and leadership that sounds like a person. For example, look at Sue Yannaccone, the CEO of Anywhere Brands. She is a master at balancing business strategy with empathy in her public messages. It's not just about giving people updates; it's also about making them feel grounded.
The best leaders don't just talk about their values; they let their values guide their choices.
Values should act as a filter when you decide which clients to work with, how to handle disagreements, or what kind of agents to hire. Agents don't have to guess how to act when they know what their leader stands for.
This kind of leadership makes things stay the same. It also creates culture in a way that no advertising campaign ever could. When values are clear and people make hard choices based on them, they spread.
Courage doesn't always make a lot of noise. In real estate leadership, it often shows up when things are quiet, like when you turn away from a system that isn't working anymore or make room for hard talks that most people would rather avoid.
It can mean admitting that you were wrong or trying a plan that might not work at first before it does. Going first is another sign of courage. You should show your team how to take risks and be humble.
Take a look at Mark Spain. People didn't like that he put a lot of money into guaranteed offers at first, but it changed how many people think about listing strategies. It took courage, vision, and the desire to be early instead of perfect.
Leaders often think that talking is the same as leading. But the best ones listen more than they talk. That means really listening to feedback without getting defensive. Asking better questions. Being quiet long enough for someone to be honest with you.
People feel respected when they know that someone is listening to them. They do better work when they feel respected. Not because someone told them to, but because they want to.
Real estate leaders who lead with curiosity instead of control make it possible for ideas to flow and new things to happen in team meetings and one-on-ones. Listening doesn't mean agreeing with everything; it means knowing what's going on underneath it.
People in business often don't understand empathy. It's not about being weak; it's about being smart enough to see that people are people.
Agents do more than just bring transactions to work. They cause stress in people's lives, pressure from family, and burnout. Leaders who admit that don't just raise morale; they also build trust that can't be faked.
Under the direction of Mauricio Umansky, companies like The Agency have embraced human-first leadership, building cultures that perform well without losing emotional intelligence. That empathy gives you an edge in a business that relies on people.
Real estate has a lot of customs. But if tradition stops teams from changing, it can be a trap.
Leaders who think ahead are willing to try out new models, platforms, and ideas. They tell agents to try new things and make sure they can fail small and learn quickly.
That could mean trying out a new AI tool. Or changing how you run team meetings. Or looking for new ways to make money when the market is slow. The important thing is the attitude: "Let's try it" instead of "We've always done it this way."
Place Inc., which Ben Kinney co-founded, is doing well because they think this way: they break the rules while staying focused on service and performance.
Real estate doesn't need more leaders who are perfect. It needs real leaders—people who are clear, trustworthy, brave, and caring.
When the market is shaky, when deals fall through, or when morale is low, it's not a title or a script that keeps a team going. Leadership is when you show up, listen, and change.
That's not something you can choose to do; it's your job.
