RealTrends Q32021 BrokerPulse sees brokers still optimistic about the market, wary of competition and wondering when inventory will rise.

2021 RealTrends Brokerage Compensation Report

For the study, RealTrends surveyed all the firms on the 2021 RealTrends 500 and Nation’s Best rankings, asking for annual compensation data for the 2020 calendar year.’s Sean Black on the transaction revolution

Real estate is on its third revolution, from the digital revolution of the early 2000s to the information revolution kicked off by Trulia and Zillow to today's transaction revolution.


The RealTrends BrokerSource and HousingWire OpenHouse newsletters deliver twice weekly information on trends, strategies, analysis, people, and news shaping the real estate industry.

The Misuse of Grow or Die

Real estate professionals in several resort locations have already closed transactions with buyers using bitcoin or other cryptocurrencies. Here’s what you need to know.

We’ve all heard leaders refer to the adage grow or die in their attempt to motivate employees. Most people don’t dispute it and push harder to increase sales or revenue or customers. Well, I think it’s time to dispute the wisdom of this axiom, or better yet, to clarify it.

Good growth is about improvement and development. Sometimes that growth leads to increasing size and scale. Sometimes it doesn’t. When leaders mistakenly insist that size and scale are necessary for growth, they often jeopardize the success of their organizations. And it happens all the time.

patrick lencioni

Now, there are some organizations that feel an understandable pressure to continue growing. These are public companies who must keep their stock prices high to fund their operations or fend off the threat of a hostile takeover. For the vast majority of other companies, the compulsion to grow is a result of groupthink and pride. It is not; however, a good predictor of long-term success.

Boredom may be another driver of the misapplication of grow or die. When executives successfully lead their organization to a record year in revenue, they are faced with the prospect of what’s next? The easy answer is “more of the same.” While that may sometimes be the right answer; in many cases, it is not.

Having a great year might actually be an opportunity to slow down and invest in infrastructure or product development or culture. While those options are not mutually exclusive to growth in size or scale, they are not necessarily correlated. The fact is, the best companies, like the best athletes and performers in other disciplines, often need to slow down after a big push, to recover and reflect and restore. Forcing themselves to keep pushing without a compelling reason other than pride or boredom is a recipe for burnout, employee disillusionment and cultural implosion.

Patrick Lencioni is founder of The Table Group and author of 11 books on leadership and organizational excellence.

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