They are right. Between running the business, managing agents, dealing with compliance, and staying visible in their market, recruiting usually slips to the bottom of the list. Then production slows, agents leave and the panic sets in.

Most brokerages do not have a recruiting problem. They have a system problem.

The cost of doing it manually

The traditional way of attracting agents worked ten years ago. A few social media posts, referrals and some phone calls. Today, that is not enough. Agents are flooded with offers and “we’re hiring” messages. Everyone is chasing the same people off the same list.

If your process is inconsistent or generic, you get ignored. That means hours spent reaching out with little to show for it. Every hour spent chasing cold leads is an hour not spent leading your current team or growing your business. Over a year, that time loss can easily equal tens of thousands of dollars.

What automation really means

Automation is not a robot doing your job. It is a system that helps you stay in front of hundreds of agents while sounding personal. It makes sure no one slips through the cracks.

Here is what it can look like:

• Each day, the system identifies active agents based on recent sales data.
• Personalized messages go out that sound like you wrote them.
• When someone responds, you get notified to take over the conversation.

That is it. You only step in when it matters. The system handles the outreach, timing and follow-up. It runs quietly in the background, building relationships for you.

Recruiting as a profit center

Many brokers think of recruiting as a cost. The truth is, it should be one of your biggest profit drivers.

Let’s say one producing agent brings in $10,000 to $20,000 annually for the brokerage. If your recruiting system brings in three or four solid agents each year, that is an extra $30,000 to $80,000 in profit. That return compounds over time as each new agent keeps producing.

Once the system is built, the cost stays fixed, but the results multiply. Every new agent adds to your bottom line without adding to your workload.

Data gives you the edge

The best brokerages no longer guess who to approach. They use real sales data to identify who is active, who is slowing down and who might be open to a conversation.

By pulling transaction history, recent listings and office movements, you can target agents with precision. Instead of sending the same message to everyone, you send relevant, timely communication that feels authentic.

When an agent sees personalized data and a note that speaks directly to what they are doing, they pay attention. That is the kind of outreach that starts real conversations.  Its about disrupting their pattern through a multi-channel approach, so you become a household name to the agent.

From reactive to predictable

Most brokerages recruit only when they feel the pain of having too few agents. That reactive cycle creates stress and inconsistency. Automation breaks that pattern.

It turns recruiting into a steady, predictable process. The system keeps running whether you are in meetings, on vacation, or closing deals. It fills your calendar with interested agents so that every conversation starts warm.

The goal is not to remove the human touch. It is to make sure your time is spent only on high-value interactions. You still build relationships and conduct interviews, but you start with people who already want to talk to you.

That is how you grow without burning out.

Why this matters now

Margins are tighter. Competition is fierce. Many brokerages are already using automation in marketing, lead generation and transaction management. Recruiting should be no different.

An agent attraction system that runs daily is not a luxury anymore. It is how modern brokerages survive market cycles and maintain growth.

If you are still doing recruiting off the side of your desk, you are leaving money on the table. The goal is not to work harder. It is to work smarter, using technology to extend your reach and consistency.

Automation gives you freedom. It lets you focus on leadership, retention and profitability while your recruiting engine quietly builds your next wave of producers.

The bottom line

Growth in real estate is not random. It is built on systems. Brokerages that treat recruiting like a repeatable process will always outperform those that rely on luck or timing.

The brokers who win in the next five years will not be the ones shouting the loudest. They will be the ones who built systems that run even when they are not looking. These systems, run consistently, have a compound effect over a quarter.

Automation does not replace relationships. It amplifies them. It keeps your name in front of the right people until they are ready to move.

If you want predictable growth and a stronger bottom line, start by fixing how you recruit. The right system will pay for itself many times over.

Ghaz Syed

Ghaz Syed is the founder of AGENTC, a boutique recruitment firm that helps brokerages and tech-driven companies build teams that scale. He’s been recruiting since 2008 and built his career by challenging the way hiring is traditionally done.

A connector by nature, Ghaz blends data, automation, and human intuition to turn recruiting into a predictable growth system. He’s also a father of three, a believer in structure and faith, and someone who’d rather build legacies than follow trends.

The post How brokerages can use automation to take the pain out of recruitment appeared first on REM.

Data from SingleKey shows that around 15 per cent of tenant applications contain falsified documents, a climbing figure as renters struggle with affordability and job insecurity. For Realtors, it’s a business risk that can leave clients and agents facing unpaid rent, legal costs, and property damage that can total tens of thousands of dollars.

Why are rental scams on the rise

Fraudulent documents from fake credit reports, to proof of income, and even fake driver’s licences are common rental scams in Canada, and have become an increasing problem in recent years.

The typical signs of a fraudulent document include:

• Formatting errors from irregular font use to spacing and alignment inconsistencies
• Account summaries not matching account overviews
• Whole numbers after taxes 
• Employer contact info that doesn’t trace to a real company

But now, with AI, these scams are going unnoticed. What used to be a crude Photoshop job has become a sophisticated, fast-moving scam that is easier than ever to execute. Free online templates and AI tools make it easy to generate convincing pay stubs, employment letters and bank statements in seconds. Logos look authentic. Tax deductions appear accurate. Even bank deposits can be simulated with AI tools.

It’s become increasingly difficult for Realtors to spot these fakes with the naked eye, especially when dealing with time-sensitive leases or multiple applications.

An example of a fake paystub. Clues to detect its inauthenticity include fuzzy fonts and an outdated company name for the employer.

The cost of scams for Realtors

Realtors understand the cost of rental scams goes far beyond lost income. It’s months of legal headaches, unpaid rent and the uphill battle of removing a problematic tenant. Once a risky tenant is in, recovering the unit (and the funds) becomes a long, time-consuming and uncertain process.

Beyond income loss, rental scams can be damaging to a Realtor’s reputation. Realtors are market experts, and investors put their trust in Realtors’ judgment when it comes to rental screening. Persistent scams, the toll on mental health, and the headache of the ordeal can cost a Realtor the investor’s trust, and ultimately, their reputation. Realtors need tools that even the playing field and use AI to their advantage. 

AI didn’t create rental scams — it exposed the gap 

AI hasn’t created a new rental scam problem; it’s just exposed an existing one more clearly.

Rental scams persist because Canada’s rental market lacks the standardization and safeguards that protect other major investments. You wouldn’t buy a car or home without insurance; renting should come with its own layer of protection. 

That’s where trust infrastructure comes in. A set of tools and processes that build accountability, increase transparency, and reduce risk for landlords and Realtors alike. And now, it includes AI. 

While AI has made it easier to create fake documents, it’s also being used to detect them, flagging mismatched fonts, suspicious file metadata, irregular pay cycles and other red flags that even experienced agents might miss.

How to put trust infrastructure into practice

AI may have exposed the gaps in rental screening, but it can also help close them. To stay ahead of increasingly sophisticated scams, Realtors must evolve their screening processes, adopt safeguards and leverage AI to build what the industry needs most: trust infrastructure.

This means combining smart tools with consistent, repeatable practices that reduce risk for clients and put trust back into the landlord-tenant relationship.

A few of these practices include: 

• Complete background checks with verified digital channels – Whenever possible, request income verification on platforms connected to Equifax and TransUnion to create a full picture of the potential tenant. 
• AI-powered documentation and income verification – Use AI as the first line of defence, tracking easy-to-hide edits such as mismatched fonts, layout inconsistency and covered information before it reaches you. 
• Pre-screen risk scoring – Leverage AI to support with the initial assessment of tenant documents, from credit scores, pay stubs and existing debts, to empower decision makers to move quicker and weed out high-risk applicants.
• Regular audits of screening outcomes – Technology paired with Realtors’ market expertise creates efficient and knowledgeable systems. Realtors should take the time to review current systems for bias or false positives, to continuously find ways to leverage AI in a way that works best for them.

The bottom line

Fraudulent applications aren’t going away. They’re part of a broader affordability crunch reshaping the rental market and unveiling the cracks in the current process.

Sharp eyes are no longer enough; the rental market needs systems that create accountability and transparency. At SingleKey, we’ve seen these systems in action firsthand: tenants know their information will be verified, and landlords know their income is protected.

When Realtors combine digital verification tools with automated rent collection and rent guarantee, they are not just screening tenants; they are also protecting income and increasing confidence across the board.

Viler Lika

Viler Lika is the founder and CEO of SingleKey, a leading rental risk intelligence platform that helps landlords, property managers, and Realtors verify tenants and protect rental income. Viler holds an MBA and a computer engineering degree, and he has a background in lending and consumer credit risk at Capital One and TD Bank. Viler is now focused on bringing a fairer, data-driven, transparent and more accountable leasing experience to landlords and Realtors to make renting stress-free.

The post AI scams are a growing threat to landlords – here’s how to protect your clients appeared first on REM.

Each Wednesday, Real Estate Magazine shares insights, experiences and advice from top-performing agents across Canada. If you’d like to contribute or nominate a colleague or team, send us an email.

Editor’s note: The following interview was originally published in a REM special edition print magazine released Oct. 7 at the Re/Max Activate conference.

Steven Liambas of Re/Max Noblecorp Real Estate has built a solid luxury business in the Toronto area, based on innovative marketing tactics, personal touchpoints with clients and keeping on the cutting edge of technology and tools. In this interview, he shares the strategies that have helped big level up in the industry. 

Q: How did you first get into real estate?

A: Before real estate, I worked at a sports nutrition company where I built close relationships with NHL athletes. While I loved that experience, my passion was always marketing, architecture and luxury real estate. With my network of professional athletes, my marketing background and the credibility of having a brother who played pro hockey, I carved out a niche in athlete relocation — and quickly found success in luxury real estate.

Q: Why did you choose to be a solo luxury agent?

A: Eight years ago, I saw a gap in how agents built their own brand alongside their brokerage. I spent six months creating a personal brand before launching my career, treating myself as the product. I wanted full creative control, especially in luxury marketing. Over the years, that vision has evolved into a brand known for creativity and distinct property promotion.

Q: What roles do you juggle today?

A: My main focus is marketing and building my brand, especially by leveraging AI to stay ahead. Setting myself apart from other agents is a priority, and I’m constantly introducing new marketing tools and strategies to promote my luxury properties. 

At the same time, I handle all day-to-day real estate duties — showings, listing presentations, negotiations — so my clients always get a personal, hands-on experience.

Q: Give us a snapshot of your business today.

• Brokerage: REMAX Noblecorp Real Estate
• Markets: Toronto, Vaughan, Kleinburg, Woodbridge, King City, Nobleton, Etobicoke
• 2024 Production: 32 transactions | $24.5 million in sales volume
• Business mix: Balanced between buyers and listings
• Support: Solo agent, with brokerage admin support, plus a marketing consultant and media company

Q: What early investments shaped your business?

A: First, I built my personal brand with a designer. Second, I committed to high-quality media and video production for every listing. Third, I embraced technology, especially AI and digital tools, to stay ahead of trends and deliver standout marketing.

Q: What advice would you give a solo agent making their first hire?

A: Focus on creating a strong personal identity first. If branding and marketing aren’t your strengths, outsource them. Freeing up your time to focus on clients is the smartest investment you can make.

Q: What are your top lead sources?

A: Referrals are my number one source of business, and they often come from past clients who introduce me to their family and friends. That foundation has become the biggest driver of my growth. My second source is social media, particularly Instagram, where I showcase both my brand and my listings. Third is networking. I am always building new relationships, no matter where I am, and that consistent effort continues to expand my reach.

About 75 per cent of my marketing budget goes to media production, from high-end video to lifestyle shoots. I’ve even used a replica Batmobile to promote a Batman-inspired home. The rest goes to social ads and bus ads in key markets.

Q: If you had to cut one channel tomorrow, which would hurt the most — and why?

A: If I didn’t have my referral base, it would affect my business tremendously. My entire model is built on providing the best possible client service, which not only achieves their buying or selling goals but also builds long-term trust. That naturally snowballs into referrals, and it is the foundation that sustains everything else I do.

Q: How do you handle new leads?

A: I respond within minutes. Leads go straight into my CRM, followed by a call, Zoom, or meeting. I pre-qualify, set expectations, and create trust immediately. On average, it takes one touch to get an appointment and three to four touches to secure a contract.

Q: Do you use any ISA/assistant support, or do you handle all leads yourself?

A: I personally handle all leads because I believe people are reaching out specifically to work with me. They want my expertise and guidance, not to be passed along to someone else. Keeping it personal builds stronger relationships and ensures my clients always feel taken care of.

Q: What’s in your tech stack?

• CRM: Website backend + Realm + Excel + Mailchimp
• Website/IDX: Custom site with market data, newsletters, buyer/seller guides
• AI: Used daily for brainstorming, marketing, and media
• Other tools: Photoshop for visual assets

Q: How much do you reinvest into the business?

 A: About five to 10 per cent of revenue goes into marketing, which includes advertising, staging, and property promotion, and 10 to 15 per cent into my media company partnership. They help bring my vision to life, from showcasing properties to implementing AI-driven tools that elevate the overall marketing experience.

I don’t track cost per lead the traditional way. ROI for me is measured in service quality and referrals. My healthy ROAS is four to five times.

Q: Who are the best-fit clients for your approach?

A: Luxury-focused buyers and sellers who value creativity, expertise, and a calm, informed process. My motto is simple: “When you know, you know.”

Q: If a solo agent has $5,000/month to invest, where should it go for the next six to 12 months?

A: The first priority should be building a strong personal brand. Invest in creating an identity that sets you apart from other agents. If you do not have the skill set to bring it to life yourself, work with a professional agency or media company that can. Strong branding combined with polished media for your listings is the fastest way to stand out, attract new clients, and build credibility.

Q: What’s the minimum viable follow-up cadence you’d recommend?

A: Consistency is more important than intensity. At a minimum, stay in touch with leads and past clients monthly, whether through a newsletter, market update or personal check-in. The key is to make sure you are always first top of mind when real estate comes up in conversation.

Lightning round

• Market insight: Luxury is stronger than people think — well-presented homes still move in shifting markets.
• Tech you’d fight to keep: AI
• Marketing hill you’ll die on: Presentation is everything.
• Agents fail because… they lack consistency and don’t build a brand.
• Solo agents win because… they create identity, build relationships, and deliver a personalized experience.

The post Agent spotlight: Q&A with luxury leader Steven Liambas appeared first on REM.

Every month, Kate Teves, HR consultant, recruiter and founder of The HR Pro, answers Realtors’ questions about anything and everything related to human resources. Have a question for Kate? Send her an email.

Question: How can I structure bonus clauses in employment contracts to avoid future conflict?

Kate: One of the many things real estate and HR have in common is that they both rely on clarity.

Whether it’s a purchase agreement or a floor plan, details are crucial. Yet when it comes to employment contracts drafted by brokerages, teams or even single agents hiring an admin assistant, bonus structures are too often written with the legal equivalent of invisible ink. 

We have even heard that they have been specifically advised by consultants not to put any tangible definitions around bonuses into contracts. While the vagueness (“It’s just a discretionary bonus, we’ll figure it out later”) may seem harmless, figuring it out later carries the risk of a lawsuit down the road.

What about the courts? They won’t provide much sympathy to brokerages or agents. In Ontario and across Canada, judges treat brokerages the same way they treat banks, tech firms, or investment companies. A vague bonus clause can easily lead to a six-figure liability.

As Sheldon Cooper from The Big Bang Theory taught us while reinforcing the dreaded roommate agreement: “Ambiguity in a contract benefits the party that did not draft it.”

A few examples 

Take Chapman v. GPM Investment Management. The executive’s contract tied his bonus to “10 per cent of pretax profit.” Simple? Not at all. 

When the company sold a piece of real estate, it tried to exclude the capital gain from “profit.” The court disagreed, ruling that without crystal-clear exclusions, “profit” meant all profit, including a big land sale. 

Costly lesson: In real estate, where profits often swing on a single deal, fuzzy bonus definitions can make or break a balance sheet.

Or look at Matthews v. Ocean Nutrition and Paquette v. TeraGo Networks, two leading cases on bonuses during termination. Both decisions hammered home the point that, unless a contract clearly says otherwise, employees can claim bonuses they “would have earned” during their reasonable notice period. 

Imagine a brokerage manager terminated in November, only to claim a year’s worth of bonus payouts tied to the next spring’s sales surge. If your clause just says “must be actively employed,” that may not be enough.

Then there’s Boyer v. Callidus, where unclear policies on bonuses and stock options left a company paying nearly $1.8 million. Swap “stock options” for “profit-sharing pools” or “branch manager bonuses” and you can see the parallel: courts will force payouts if the language doesn’t explicitly cut them off.

Spell out bonus clauses like a business contract

Brokerages are unique workplaces. Besides agents, who work on commission splits, brokerages often pay staff, office managers, marketing coordinators, deal secretaries and even senior administrators a salary plus bonuses tied to retention, profitability, recruitment targets or profit sharing. These bonuses can be, and usually are, as informal as “If we hit X deals this quarter, you’ll get $Y.”

But what happens if that employee resigns mid-quarter? Or is it terminated before payouts? Without precise contract wording, Ontario courts will likely side with the employee, awarding the bonus (and possibly tacking on additional damages).

It’s easy to picture – a brokerage promises its office manager a “growth bonus” for every new agent recruited, but doesn’t define whether the bonus is payable immediately or only after the agent survives a retention period. Cue dispute.

Another common scenario: A branch administrator is told they’ll receive a “profit-share” at year-end, but the brokerage never clarifies whether “profit” means before or after head office expenses. Enter the Chapman precedent, and a costly recalculation.

The solution isn’t complicated; it just requires care. Bonus clauses in brokerage contracts should be drafted with the same precision as an Agreement of Purchase and Sale. Spell out:

• What exactly triggers the bonus (specific KPIs, profit definitions, timelines).
• Whether the employee must be employed on the payout date.
• How disputes will be resolved.
• Concrete examples of calculations (e.g., “If office profit is $500,000, bonus pool is $50,000, divided as follows…”).

Yes, it feels tedious. But so does staging a vacant property, and we all know buyers are more likely to pay top dollar for a home that looks complete. Courts are the same: they reward employers who “stage” their contracts properly.

Write it clearly. Put it in the contract. And save the surprises for your client gift baskets, not your bottom line.

Kate Teves

Kate Teves is the founder and COO of the HR Pro, a recruiter and a Human Resources Professional who focuses on the real estate industry by finding incredible people to support solopreneurs, teams and brokerages.  She also helps leaders and managers build HR processes and design a culture and mindset that facilitate business growth and employee development.

The post Ask Kate: How do you keep bonus promises clear and conflict-free? appeared first on REM.

Each Wednesday, Real Estate Magazine shares insights, experiences and advice from top-performing agents across Canada. If you’d like to contribute, or nominate a colleague or team, send us an email.

Editor’s note: The following interview was originally published in a REM special edition print magazine released Oct. 7 at the Re/Max Activate conference.

Known for their powerhouse presence in Kelowna, B.C. and beyond, sisters Tamara and Shannon Stone have built one of Canada’s top-producing teams. With over $210M in 2024 sales volume and nearly $240M year-to-date in 2025, the Stone Sisters are redefining what team leadership looks like in Canadian real estate.

REM: How did you first get into real estate?

Tamara: Our parents were in the business, so we grew up learning how to negotiate. I was drawn to the freedom and the fact that there’s no cap on earnings.

Shannon: Tamara asked me for years to join her, but I pursued a business degree and worked in marketing first. Ironically, when she stopped asking, I finally decided to join. We planned to train together for six months — and never stopped.

Q: When did you decide to build a team — and why?

Tamara: I sold real estate for 10 years before Shannon joined me. With her marketing acumen, we quickly scaled, but soon we were dropping balls. We hired an admin after her first year and then our first licensed agent in 2010.

Shannon: From the beginning, I wanted us to run real estate like a business, not just as agents. Building a team was always the vision.

Q: What roles do each of you play today?

Tamara: I coach our agents and focus on skill development. I also still attend CMA presentations with our agents.

Shannon: I lead marketing and operations while also co-leading recruiting and vision. We both coach and train through weekly meetings and one-on-ones.

Q: Give us a snapshot of your business today.

• Agents: 12 (including Tamara and Shannon)
• Staff: Five (three in-office: office manager, listing coordinator, marketing assistant; two virtual staff for showings, feedback, and reports)
• Markets served in B.C.: Kelowna, Peachland, Big White, Lake Country, West Kelowna
• 2024 production: 222 sales | $210,828,222 GSV
• 2025 YTD: 187 firm sales | $240,199,600 GSV
• Staff-to-agent ratio: One staff member for every three agents

Q: What were your first key hires that changed the business?

Tamara: Hiring a rockstar office manager, then a marketing director — Shannon had the ideas, but we needed someone to implement. Adding listing coordinators was also a game-changer.

Shannon: Our first admin and two agents were critical. Later, hiring virtual staff for phones and showings, and a listing coordinator, streamlined operations dramatically.

Q: What advice would you give a team leader making their first hire?

Tamara: Make sure you have enough business to support — agents join teams for leads.

Shannon: Hire slow, fire fast if needed. Identify the tasks you shouldn’t be doing and delegate. Create systems so new hires can take 80 per cent of the work while you focus on the 20 per cent that requires your touch.

Q: What are your top lead sources?

Tamara: Agent referrals, past client referrals, and leads from listings.

Shannon: Repeat and referral, brand awareness (mail-outs, bus benches), and social media. Our marketing budget is about 40 per cent past client, 25 per cent referral, 25 per cent marketing, and 10 per cent miscellaneous.

Q: How are leads routed and followed up?

Shannon: Leads go into our CRM and are assigned by our director of leads (round-robin for generics, best-fit for others). If it’s a referral or listing, Tamara or I handle the first call. Leads then move into drip campaigns based on category. After the transaction closes, we personally follow up and thank clients.

Q: What’s in your tech stack?

• Website: StoneSisters.com
• Automation: No dialer/text automation
• AI: Website bot for instant replies
• Finance: Excel + Hubdoc
• Other tools: ChatGPT

Q: How do you invest back into the business?

• Marketing: 6.2 per cent of revenue
• Staff/operations: 8.1 per cent of revenue
• Profit goal: Maintain 40 per cent profit, 30 per cent COGS, 30 per cent expenses

Q: What kind of agents thrive on your team?

Shannon: Hungry, smart, and a team player. New agents usually get their first deal in two to three months. Follow-up and exceptional customer service are rewarded. No follow-up? No leads.

Q: Advice for smaller teams?

Shannon: Your next hire depends on your bottleneck. If you don’t have lots of leads, an ISA doesn’t make sense — start with a transaction coordinator. Invest in social media ads and client engagement.

Lightning Round

• Favourite Canadian market truth: Referrals and repeat clients always outperform ads in ROI.
• One tech you’d fight to keep: Our CRM
• One marketing hill you’ll die on: Be in front of people.
• Agents fail because… they hide behind screens instead of connecting.
• Teams win because… of efficiency, processes, and marketing reach.

The post Agent spotlight: Q&A with Kelowna’s Stone Sisters appeared first on REM.

As I’ve reflected on that article and how Realtors and brokers can adapt to the inevitability of a changing value proposition, I’m also struck by an idea that I’ve had a hard time putting into words. 

I’ve long thought about the opportunity for Realtors to adopt the perspective of small business owners, because one, that’s exactly what they are, and two, business owners typically look at the world through a future-based lens. Considering the myriad external forces around them from the perspective of a business owner, rather than that of a salesperson or contractor, would shape the way Realtors react and adapt to the shifting environment. 

Inspiring the small-business owner mindset

So, in considering how to inspire this mindset, I thought I would lean on a personal project that I’ve enjoyed working on over the past year. As the host of my own podcast, I’ve spent well over 50 hours speaking to small business owners about their business journey. Having them share their experiences, struggles, successes, and lessons has been a true pleasure. But it’s also given me a lot of fodder for conversations related to my professional world in the real estate sector. 

Over the course of creating the podcast, I’ve noticed some “red threads” – themes that run throughout the conversations, no matter the size, scale, or type of business. I want to share these nine themes in the hope that they inspire Realtors to consider the changing value proposition from a different perspective.

1) Learning

There is consensus amongst my podcast guests that there is no formal education that can fully prepare you for the realities of business ownership. Owning a business is educational, and learning happens at every turn. There was even one story shared where two business partners agreed that a money-losing situation that resulted in lessons being learned would be tracked as “tuition” in the expense statement (I recommend speaking to your accountant before doing this). 

I think this concept can be appreciated in the real estate sector where no amount of licensing education can quite prepare you for the ins and outs of day-to-day business.

2) Mentorship

This comes up a lot. Sometimes, guests shared the strategy of engaging mentors intentionally, while others could simply identify those who guided them on their journey. This is another topic that comes up in the real estate sector, where formalized mentorship programs are often explored. 

As small business owners, Realtors appreciate the value of a mentor and most can identify who that individual has been for them.

3) Purpose before profit

This is probably my favourite theme and one that likely resonates with most listeners. For many (if not all) of my podcast guests, their primary motivation is the purpose of the business, not the money they make. They are all driven by why they started the business, and the profit comes only if they continue to be motivated by the purpose. 

I would say that Realtors already do this really well – focusing on their clients’ best interests as a priority over the commission cheque.

4) The human element

There is often a conflation of the business and the business owner – by employees, shareholders, consumers, and so on – which leads those around the business owner to forget that they are human. The truth is that business owners are heavily impacted by the difficult decisions they often have to make. 

Decisions are not made in the absence of emotion, and an appreciation of this humanizes the business owners to those around them.

5) Scaling

My guests and I often talk about growing the business. Sometimes the discussion focuses on growth strategies that didn’t work; sometimes it’s fear of growth; sometimes it’s effective scaling, whether planned or not. 

Considering scale rather than simply the pursuit of the next deal, client, or listing will give Realtors a perspective of strategic growth, rather than transactional growth.

6) Growing for growth’s sake 

This ties back to the scaling topic. It was something that I experienced, so I can relate when guests discuss it. 

Business owners need to measure business growth by a healthier bottom line or balance sheet rather than simply by the number of employees, size of the office building, or number of locations.

7) Throwing good money after bad

The idea of knowing when to abandon something that isn’t working – whether an expansion, a new product line, or even just the original business – comes up a lot. It can be difficult when a business doesn’t do what an owner expected, and even more difficult to change course.

Realtors invest in many different aspects of their business and get caught up in not wanting to abandon an initiative because they have already invested and want that investment to pay off. But sometimes it’s a necessary step to make room for the next successful endeavour.

8) Work/life integration

Business owners commit a lot of time to running their business and this often calls into question how they balance everything. In an early episode of the podcast, a guest shared this idea of work/life integration: It’s not about prioritizing the business over other things, such as family; it’s about integrating the business life with everything else. 

This idea has presented itself whenever the discussion of work/life balance comes up, and there may be no better example of it than the life of a Realtor.

9) The power of luck

This one is not discussed outright in any episode (I don’t think), but it is certainly a theme. There are so many instances in any business journey where luck plays a part, whether it is obvious at the time or not. 

I’m sure every one of the roughly 150 thousand Realtors across Canada can point to a happenstance, coincidence, or fluke that contributed to where they are today.

In my conversations with small business owners, I’m continually inspired by their strength, creativity, and adaptability. I see those same qualities in Realtors I meet across the country.

The value proposition is continuing to evolve, and a mindset shift like the one I’m speaking about will empower Realtors to adapt and become better positioned to thrive in the future.

Trevor Koot

As a former managing broker and realtor, Trevor Koot’s nearly two decades in organized real estate gives him hands-on expertise in understanding the profession’s needs. Before stepping in as CEO at the BC Real Estate Association, he served as CEO of Kamloops and District Real Estate Association for four years and Kootenay Association of Realtors for three before successfully merging the two into the Association of Interior Realtors. Trevor’s leadership in the real estate sector began long before his CEO career when he was Chair of the Saskatchewan Real Estate Commission for five years. He played a key role in redrafting provincial real estate regulations during his tenure. Trevor also served two years as Chair of the Governance Committee at the Association of Real Estate License Law Officials.

He holds multiple degrees, from a Bachelor of Science in Kinesiology and a minor in Mathematics through the University of Saskatchewan to a Master of Business Administration degree through Royal Roads University. Trevor is adding to his extensive education through his current pursuit of completing a Master of Laws degree at York University. His daughter, Abby, attends the University of Victoria while he and his wife, Jill, live in Vancouver’s Chinatown.

The post Koot: Thrive through change with a small business mindset appeared first on REM.

Now is your window

It’s not going to be obvious. You won’t suddenly wake up to headlines screaming “It’s back!” You’re not going to feel it until long after it’s already passed. But for the agents who are paying attention – the ones putting in the work right now – opportunity is already forming.

The question is: Will you be ready when it fully arrives? Or will you still be waiting for permission to go?

The writing’s on the wall

I’ve spoken one-on-one with three different economists over the past few weeks: Benjamin Tal, Sherry Cooper, and Jason Mercer. All of them – from different backgrounds, using different data – said a similar thing: we’re roughly 12 months out from a healthier housing cycle. One even suggested it’s coming sooner.

Sure, there are still headwinds – tariffs, the federal government changing our Canadian landscape and making it unrecognizable, plus buyers who are skeptical and sellers who are still emotionally stuck in 2021. But interest rates are slowly creeping down, and consumer confidence will return as that momentum builds.

Which means your moment to start making moves is right now. Not six months from now. Not after the holidays. Now!

Stop waiting. Start doing.

Agents love to tell me they’re waiting.

Waiting for the market to stabilize.
Waiting for their clients to make a move.
Waiting for a sign that now’s the right time.

But success doesn’t come to those who wait. It comes to those who build and work their pipeline now, so that when confidence returns, they’ve already positioned themselves as the trusted expert who never disappeared.

Here’s your checklist of action steps:

Pick up the phone

If you haven’t called your database in the past 30 days, you’re already falling behind. Your past clients, your warm leads, your sphere – they need to hear from you. Not a social media post. Not a random ad. You!

Call to educate, not to sell. Update them on rate changes. Help them understand market conditions. Ask how you can support them.

Don’t overthink what to say. This isn’t about having the perfect script. It’s about being present.

Pro Tip: The more you track the notes from each of your calls and communications with each person on your list, the easier it will be to carry the conversation the next time you see them. That leads to stronger rapport building, which leads to trust, which then sets you up for the opportunity to earn their deal.

If you say you don’t know what to say, I’ll say you don’t want to work hard enough to run your business the way you should be running it. And if that’s the case, get out of the business because you can’t last that way.

Audit your marketing

Marketing isn’t what you do when you’re busy. It’s what you do so you can be busy.

Too many agents are running marketing plans based on hope – sporadic social posts, a few templated emails, maybe a postcard if they remember.

Do you have a campaign running? Do you know your budget? Are you tracking conversions?

If you’re not treating marketing like your main driver for growth, you’re not serious about actually growing.

Every piece of content you put out – from a video to a CMA to a coffee meeting – is either building MindShare or it isn’t. And if it’s not? You’re just wasting time.

Fix your follow-up

This one’s blunt: most agents are garbage at follow-up.

They make a call once. Maybe twice. Then they move on because the client didn’t call them back.

In a recent conversation, someone actually compared Realtors to sharks. Realtors swim around and bump into stuff, asking, “Are you ready to buy/sell yet?”. And when the answer is no, they move on, and then at some point down the road, maybe, they swim back around and ask the same question again. 

But deals don’t happen on the first call, or because of a random sales call. Most buyers or sellers don’t convert until at least the fifth to twelfth touchpoint. Remember that!

You need a system. A real one. With CRM notes. With scheduled check-ins. With value built into every follow-up.

If your process is “hope they call me back,” then your pipeline will always be empty, and you will always be stressing about where your next deal is coming from.

Train your clients

A lot of the frustration in this market isn’t about economics. It’s about expectations.

Buyers think they can afford more than they can. Sellers still want 2022 prices. And agents feel stuck in the middle.

But you’re not stuck – unless you refuse to lead.

Your job is to communicate to educate. To set realistic expectations. To coach your clients through the process, not just show up and say “okay.”

If you don’t train your clients to understand the market, the media will train them for you – and you will continue to find it harder and harder to get those deals done.

Plan for 2026

That’s right. 2026.

What you do right now sets the tone for how you finish your year, and just as importantly how your new year will start off.

The most successful agents aren’t just winging it – they’ve got an engineered plan that helps them see what their next quarter will look like, and what their year ahead looks like. That’s a plan. So –

• What does your brand look like a year from now?
• What will your marketing campaigns be for the spring?
• What are you doing today to ensure income consistency in 2026?

Planning that far out doesn’t mean having every step figured out. It means knowing the destination – so you can reverse engineer your daily behaviour to align with where you want to go.

Don’t just plan a little harder. Think bigger. Think longer. Make time to work on your 2026 business plan now so your pipeline is always full.

Final word: Your market is coming back — but only if you show up first

You don’t need a crystal ball. You just need to pay attention.

Yes, the past 18 months have been hard. Yes, the market’s been sluggish. But all signs are pointing to a shift.

So if you’ve been waiting for the go-ahead, this is it!

This is the time to rebuild your habits.
This is the time to reinforce your marketing.
This is the time to show up for your clients and re-establish trust.

Opportunity is already forming. And the people who’ll win in 2026 are already doing the work today.

Make your calls. Work on your business plan. And build your MindShare because it equals market share.

Don’t wait for the market to come back.

Be the reason it does!

David Greenspan

David Greenspan, CEO and founder of #MindShare101 is a nationally recognized keynote speaker, trainer and coach who helps sales professionals and businesses improve their sales and marketing efforts by bridging the gap between online and offline marketing to achieve a higher ROI on every marketing dollar spent. His direct, raw, and real approach is designed to motivate you and give you the advice you need to know.

David’s goal is to help you build MindShare, creating a top-of-mind intuitive, instinctive reaction so when people think of the product or service you offer, they think of your name first, always putting you in the right place at the right time to take your business to the next level.

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While his parents urged him toward a conventional path, he veered toward studies in anthropology, psychology and geology — not the typical origin story of a corporate leader.

Yet decades later, Kottick stands at the helm of Re/Max Canada, guiding the nation’s most recognized real estate brand at a high-stakes moment when the industry demands steady leadership.

Born to parents in academia and engineering, Kottick graduated from the University of Toronto during an oil industry downturn, which forced a change in direction. After briefly working as a computer programmer and systems analyst, he discovered his true calling in real estate while employed as a business analyst, setting the foundation for a career in the industry.

Kottick’s professional path includes several tenures at Royal LePage. He also served as VP of technology and business development at the Toronto Real Estate Board at the turn of the millennium. He worked with the real estate division of a Paris, France-based company, Trader Classifieds, and later became CEO of a company specializing in virtual tours, based in Ann Arbor, Michigan.

In 2014, his career evolved to the executive level of Peerage Realty Partners, where he spent five years, during a time when the company was acquiring firms across North America. One major acquisition, Sotheby’s International Realty Canada, led to his appointment as president and CEO, a role he held for six years.

New beginnings at Re/Max

While at Sotheby’s, Kottick was approached by a headhunter with an unexpected opportunity: to lead Re/Max Canada as its president. 

“At the time, I really wasn’t overly interested,” Kottick said in an interview with Real Estate Magazine.

What sold him on the opportunity, he said, was hearing about the vision Erik Carlson, CEO of Re/max Holdings, Inc., had for the company. 

“They were working on building the real estate brokerage of the future,” said Kottick. “So all of a sudden, I started to get very interested in it, and then, I started to say, ‘Yeah, this is the place I want to be.’”

Kottick was announced as the new Re/Max president at the end of April.

‘Brokerage of the future’

For Kottick, keeping Re/Max on the leading edge begins with acknowledging that the real estate industry is undergoing profound change. 

Traditional models are unlikely to survive much longer, so the company must rethink its role and the value it delivers. This means ensuring that Re/Max offers products and services that not only strengthen its franchises, said Kottick, but also empower its agents to succeed in a competitive, evolving marketplace.

A central part of this transformation is technology. Kottick recognizes the disruptive influence of artificial intelligence, not only in society but in real estate, specifically. To remain ahead, Re/Max must anticipate how AI will reshape business practices and embrace it.

Equally important to Kottick is the leadership team driving this vision. He credits Denver-based Carlson, who joined Re/Max two years earlier, with assembling a forward-thinking group of business titans at the helm, including leaders such as Travis Saxton, who joined Re/Max Holdings in January as executive vice-president of strategy, and Chris Lim, also new to the company in 2025 as its chief growth officer.

Reckoning for the industry

For decades, Canada’s real estate industry has sold itself on trust, with agents cast as the guides through some of life’s largest financial decisions. But two serious events that came to light this year disrupted that carefully maintained reputation.

In Ontario, the iPro Realty Ltd. scandal revealed a multi-million-dollar shortfall in the brokerage’s trust account, leading to its accounts being frozen by the Real Estate Council of Ontario, and its branches being closed entirely, displacing more than 2,400 agents across the province in August. 

Earlier this year, Calgary’s Re/Max Central caught the media’s attention with a Ponzi scheme controversy, with its former agent Eric Drinkwater at the center of both criminal and civil court challenges. (Kottick, only months into the job, decided in May to cut ties with Re/Max Central). 

Together, these crises expose not only the vulnerabilities in how the industry is regulated, according to critics, but also the fragility of public faith in those charged with safeguarding one of the country’s most important markets.

Negative headlines have amplified concerns about professionalism and agent behaviour, putting pressure on agents to prove their credibility in an increasingly skeptical market. Kottick acknowledges the challenge, calling it a defining moment for the industry.

In this climate, Re/Max holds a distinct advantage, he says. As one of the most prominent real estate brands in Canada, it enters the conversation with credibility. But reputation alone, Kottick argues, isn’t enough. Agents need tools, resources and professional standards that actively reinforce that trust.

At the same time, the industry is undergoing what Kottick describes as a “flight to quality.” According to him, the market is polarizing between discount brokerages and full-service firms, with top producers gravitating toward environments where excellence is the norm. Re/Max thrives in this space, he explains, offering agents a supportive brand and innovative technology, which allows them to elevate their businesses.

He said recent events have also shifted marketing tactics, describing an emerging trend of agents leaning into the brokerage name for recognition, rather than building a brand based on their individuality.

“We went through this phase where agents were always about their own personal brand,” Kottick said. “But because of all the media attention on the bad actors out there, I think consumers are looking again for a brand they can trust. Brand has become important again.”

Restoring public trust

For Kottick, rebuilding public trust in real estate requires stronger collaboration between industry leaders, associations, and regulators. He stresses that regulation, while important, must be informed by those who actually understand the business.

Too often, decisions are made without input from practitioners, resulting in rules that may not reflect the realities of the industry, he said. As he put it, “You wouldn’t build a medical board without doctors at the table,” and real estate should be no different. Ensuring that experienced professionals are part of the policy-making process is critical to creating fair, effective oversight, he said.

At the same time, Kottick acknowledges that no system can eliminate every issue. “Things happen,” he said. “You’re always going to have unavoidable events that you can’t predict. You just make sure you have mechanisms so they don’t repeat themselves.”

Market outlook 

Kottick remains optimistic about Canada’s housing market, even amid softening conditions in some of Canada’s biggest cities, like Toronto and Vancouver.

He emphasizes that the country has long struggled with a chronic housing shortage that’s relative to population growth. This imbalance has only deepened in recent years with historic levels of immigration, creating sustained pressure on both the ownership and rental markets.

Borrowing conditions further support demand, he said. With interest rates at relatively low levels — and the possibility of further reductions ahead — capital remains accessible. 

At the same time, Kottick said there is a significant pool of pent-up buyers waiting to re-enter the market. 

While uncertainty around tariffs has slowed momentum in 2025, Kottick views this as a temporary hurdle. He believes the Canada-U.S. trade dispute will ultimately be resolved, clearing the way for a rebound. 

“Once this is fixed, the floodgates will open,” he said.

Kottick also argues that Canada’s foreign buyer ban has unintentionally worsened supply constraints. He said that many people don’t realize that new condominium projects require 70 per cent of units to be presold before construction can begin, and foreign investors have historically provided essential funding. By cutting off that capital, the government has stalled the new housing supply. 

He said while the policy may seem appealing politically, “optically, people don’t understand that it actually has an adverse effect.”

Advice for thriving in a challenging market

For Kottick, difficult markets separate the best agents from the rest. He said that when conditions turn tough, top performers don’t slow down — they ramp up.

Instead of retreating, they return to fundamentals: connecting with their networks, reaching out consistently, and staying visible.

“The best agents never take their foot off the gas,” he said.

He recalls the early days of the pandemic as a prime example. Many agents treated the disruption as a break, only to struggle restarting their businesses later. Meanwhile, those who stayed active — calling clients, farming their markets, and maintaining relationships — were ready when demand surged.

Kottick advises agents to focus on “the little things” — regular client touches, consistent follow-ups and nurturing relationships.

A modern brand 

From a Mississauga kid curious about people, to a C-suite executive focused on standards and cutting-edge tools, Kottick’s through line is simple: credibility first. As the market finds its footing, he’s betting Re/Max’s future on the quiet work of better advice, steadier leadership and results you can measure.

Courtney Zwicker

Courtney Zwicker is a digital reporter and associate editor for REM. Based in Atlantic Canada, she has over a decade of experience covering daily business news.

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Suze Cumming, founder of The Nature of Real Estate and Canada’s Real Estate Negotiation guru, answers Realtors’ questions on the first Friday of the month about negotiation tactics and working through tricky situations. Have a question for Suze? Send her an email.

The overwhelming majority of letters I received this month were about pricing listings. So, let’s dig in on how you and your sellers can get the advantage in this market.

Over 79.5 per cent of Canadian homes listed for sale today aren’t selling, according to an estimation based on Canadian Real Estate Association (CREA) data. Sellers can’t understand why their homes aren’t moving, and agents are struggling to tell the truth. This isn’t a small issue – it’s the defining challenge of our market.

Why we keep getting it wrong

The bidding war for listings

Too many agents set their suggested list price higher than they know is reasonable because they fear losing the listing to a competitor who promises more. In some cases, this is fully conscious. They know the market won’t support the number, but they also know another agent will come in and tell the seller exactly what they want to hear.

Other times it’s unconscious bias. Because we want the listing and don’t want to disappoint the seller, we start seeing evidence that supports a higher number, even when the data doesn’t. The pressure of competition makes it easy to round up without realizing it.

The skills gap

I’ve seen several CMAs recently where agents used the MLS tools in ways that don’t establish accurate market value. They’re not choosing comparables effectively, they’re not making accurate adjustments, and they’re using average asking price data. This leads to recommended prices that can be significantly higher than market value.

Wishful thinking isn’t a strategy

I’ve watched agents give higher prices because they’re sad the seller will lose money. I get it, but contributing to unreasonable expectations doesn’t help a seller who needs to sell.

Many agents simply don’t believe real estate prices have dropped as much as they have, or they assume recovery is around the corner. We don’t want the market reality to be true, so we replace it with positivity.

I’ve started using a new term: practical optimism. Be realistic about market conditions and positive about a potential sale. “While the price won’t be what it was in the COVID bubble, there are buyers out there, and with the right strategy and positioning, we should be able to get your home sold.”

Why sellers overvalue

They love what’s theirs

People overvalue their own assets. Research shows that someone’s maximum willingness to pay for an object is typically lower than the least amount they’re willing to accept to sell it. That gap is huge in real estate.

The waiting game

Most sellers have accepted recent market depreciation, but many feel if they wait they’ll get a higher price. Interestingly, if you ask them directly whether the market will improve soon, most admit it’s unlikely. They just don’t want to accept it applies to them.

The old playbook

Many sellers stick to the belief that if they ask more, they’ll get more. They imagine perfect buyers are waiting who will pay above market, or that overpricing leaves room for negotiation. It almost always costs them.

Contributing to this mindset:

• The trust gap: The trust deficit in real estate creates skepticism when an agent gives them a lower but more accurate number. They think you just want a quick commission.

• The “I have time” myth: Some sellers feel that if they’re willing to wait, they’ll get a higher price. Agents reinforce this by suggesting a time/price relationship. That’s true in a rising market—not in a flat or falling one.

• Industry conditioning: Listing presentations have long been about promising high prices and flashy marketing, not the harder, more valuable skills of strategy and negotiation.

The strategic edge of pricing right

Here’s the opportunity: there are a finite number of buyers in the market, and they will offer on and purchase the properties that are most attractive, typically a combination of the home’s attributes and the asking price. With most homes overpriced, you and your seller have a chance to price realistically, attract quality buyers, and secure a market value offer.

Think about this: if every listing got reduced to the current market value tomorrow, and the number of buyers remained fixed, the market value would fall quickly and significantly. So use those overpriced properties as the lever to get your client’s home sold.

In a balanced market, it’s not about the highest asking price. It’s about the highest probability of a successful sale.

Communicating the truth

Truth – Empathy – Clarity – Courage

Truth: Assess market value accurately without bias. This isn’t what you want it to be worth; it’s what a buyer would be willing to pay.

Empathy: The truth is hard for some sellers to hear, but supporting unrealistic expectations is unprofessional and could be damaging. Let them know you understand how difficult this might be.

Clarity: Communicate directly. Avoid long-winded hedging that leaves sellers with false hope.

Courage: Deliver the truth. Most people need it.

And when they say another agent gave them a higher price? Respond truthfully: “I have no doubt. There are lots of agents who will tell you what you want to hear to get the business. What data did they show you, and do you believe it?”

The bottom line

The agents who master the skill and gather the courage required for accurate pricing are the ones who will thrive in this market. Not the ones with the highest promises.

Suze Cumming

Suze Cumming is the founder of The Nature of Real Estate and Canada’s Real Estate Negotiation guru. Suze and her team have run over 5000 real estate professionals through negotiation designation courses since 2013 and have guided many top agents and teams to their success.  

Her courses, the Accredited Real Estate Negotiator (AREN) and the Professional Real Estate Negotiator (PREN), are Canada’s newest and fastest-growing designation.   These courses are offered live online in small interactive groups or in person for brokerages and boards.   

Suze is passionate about two things. Helping REALTORS get massively successful results for their clients and for themselves.   And Sailboat racing.   When Suze isn’t on a stage or in a zoom room, you’ll find her racing her sailing yachts in various locations around the world.    

For 40 years, Suze has been passionate about real estate and the lifestyle that it makes possible for each of us.  She knows for sure that the only way to the top is to be remarkably good at what you do.  

thenatureofrealestate.com/

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Every month, Kate Teves, HR consultant, recruiter and founder of The HR Pro, answers Realtors’ questions about anything and everything related to human resources. Have a question for Kate? Send her an email.

I will start this post with a funny story because we all need a bit of humour in our day. 

Years ago, when I started my HR consulting business, my clients were few and my expenses were painful. 

So, to save myself some cash, I decided that I could manage my own bookkeeping and remittances to the Canada Revenue Agency. Cue a long list of emails from Service Canada about outstanding balances and immediate payment requests for thousands of dollars.  As if starting a business wasn’t stressful enough, there was now another layer to the complexity of being a solopreneur. 

After three days of phone calls, online searches, questioning whether or not I was cut out for this, and a few mental breakdowns, I found an accounting company geared towards small businesses and never looked back. It is one of the best investments I have made in my business.

The old saying of “time is money” is as true today as it has been for centuries. Every hour you spend on a task that isn’t directly tied to closing deals, mentoring an agent or nurturing client relationships is an hour taken away from your core business. Yet, many real estate professionals, brokers, team leads, and independent agents alike fall into the trap of DIY-ing everything: hiring their own staff, managing their own books, even piecing together their own marketing campaigns.

On the surface, this seems practical, especially when the market slows and cutting costs feels like the only way forward. But the reality is that trying to “do it all” is not only inefficient, it can also cost you more in the long run.

Truth Bomb: Most real estate professionals didn’t get into the business to become payroll managers, social media strategists, or accountants. But when those roles are done haphazardly, the impact shows. A poorly written job posting can bring in the wrong talent. Inconsistent marketing means your brand gets lost in the noise. Errors in bookkeeping can create serious compliance headaches.

The result? Stress, wasted time, and missed opportunities – all of which often result in hiring a professional to clean up the mess anyway.

The good news

Avoiding the DIY route doesn’t mean you have to hire a full-time team and balloon your payroll. Especially in today’s economic climate, adding permanent staff isn’t always the smartest move. What you can do instead is outsource selectively, tapping into professionals who live and breathe their craft and can get a task done in a third of the time.

The outsourcing advantage

When you outsource to specialists, you’re not just offloading tasks; you’re gaining access to expertise, industry insights, and proven best practices. Consider these examples:

• Recruitment & HR – A specialized HR consultant knows how to write job descriptions that attract the right candidates, streamline onboarding, and set up systems that keep your business compliant.
• Marketing – A real estate-savvy marketing professional can craft campaigns that resonate with buyers and sellers, while teaching you tricks to maintain consistency long-term.
• Bookkeeping and accounting – A real estate-focused bookkeeper ensures your records are clean, your deductions are maximized, and your financials are investor- or lender-ready.
• Deals support – for brokerage deals processing is as crucial as oxygen is to life, a remote deals administrating service will keep your transactions FINTRAC compliant, ensure your agents are paid on time and that you aren’t paying for a full-time position when the deal flow decreases.

Last but absolutely not least – beyond the immediate benefits, outsourcing is also a learning opportunity. Partnering with experts allows you to pick up skills and strategies you can apply in your own practice, without having to stumble through costly trial and error.

Focus where it counts

Real estate success comes down to relationships and results. Your clients don’t care if you balanced your own books or designed your own marketing flyer. They care about the service you deliver, the trust you build, and the deals you close.

The best real estate professionals know when to call in experts. Don’t view outsourcing as an expense; view it as an investment in efficiency, professionalism, and peace of mind. Stop DIY-ing the parts of your business that don’t need your personal touch. Instead, surround yourself with specialists who will help you thrive—while you focus on what you do best: real estate.

Kate Teves

Kate Teves is the founder and COO of the HR Pro, a recruiter and a Human Resources Professional who focuses on the real estate industry by finding incredible people to support solopreneurs, teams and brokerages.  She also helps leaders and managers build HR processes and design a culture and mindset that facilitate business growth and employee development.

The post Ask Kate: Is being a jack of all trades helping my business – or hurting it? appeared first on REM.