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As senior vice president and managing partner of The Agency’s North East region, I’ve had the chance to reflect on the experiences that have shaped my leadership approach, especially my time leading some of New York City’s most reputable real estate teams. The fast-paced, competitive nature of the NYC market taught me invaluable lessons, and I’m excited to bring those insights to help our teams at The Agency achieve even greater success. Here, I will share a few with you.
The value of creating a strong culture
In my role as VP, I quickly realized that a strong organizational culture is the backbone of any successful team. In NYC, where the market is demanding and the pace is relentless, we needed more than just a group of talented individuals — we needed a cohesive team. By creating an environment of trust, collaboration and shared values, we enhanced morale and improved performance across the board.
For example, we implemented weekly team check-ins where members could share wins, challenges and ideas. This built camaraderie and allowed us to work through obstacles together. Over time, this environment made us not just colleagues but a true support system for each other.
A positive culture doesn’t just retain talent — it empowers your team to thrive, innovate and feel deeply invested in the overall success of the organization.
Implementing strong policies and procedures
One of the most critical lessons I learned in NYC’s competitive real estate environment was the importance of clear, effective policies and procedures. When you’re operating in a high-stakes market, consistency is key to maintaining quality and ensuring the team can operate smoothly, no matter the market fluctuations.
For instance, we implemented a streamlined process for client communication and transaction management. This system ensured that every team member, from junior agents to senior leadership, was aligned on key steps in the process — from initial client outreach to closing day. It helped reduce inefficiencies, minimized risk and ensured compliance with all local regulations.
This kind of structure isn’t just a “nice-to-have” — it’s essential for protecting your team, your clients and your brand in a notoriously quick-moving market like NYC.
Leadership through coaching and elevation
Effective leadership isn’t just about overseeing operations — it’s about actively coaching and elevating your team. In my experience, great leadership lies in identifying each person’s unique strengths and nurturing them. I spent a significant amount of time coaching one-on-one, providing feedback and offering mentorship to help agents grow professionally.
One of our most successful initiatives was a tailored mentorship program where experienced agents worked closely with newer team members. This program allowed for hands-on learning and encouraged a culture of continuous improvement. By investing in the personal and professional growth of my team, we were able to cultivate a work environment where everyone was committed to not only their own success but the collective success of the team. When you focus on development, you create a culture of excellence and loyalty.
Adopting a business mindset
Having a business mindset was a game-changer for our team’s success. In real estate, it’s easy to get caught up in the day-to-day grind, but maintaining a results-driven, data-informed approach is critical. We operated with a clear vision and always balanced short-term wins with long-term strategies. This helped us remain agile and responsive to market changes while still maintaining a strong focus on sustainable growth.
For instance, we leveraged data analytics to identify emerging trends in neighborhoods and pinpoint opportunities ahead of our business rivals. This forward-thinking approach not only kept us ahead of the curve but allowed us to navigate shifts in the market, whether it was adjusting to new technologies or reacting to economic changes.
With the right culture, structure, coaching and mindset, there’s no limit to what a fully focused real estate team can achieve.
