Brokerage leadership: 5 lessons from the trenches 

This two-part story explores the unique challenges of the pandemic and post-pandemic era through the eyes of real estate leaders who not only pushed through it, but experienced significant growth. Read part one here.

The first half of this decade was like no other for real estate. It began with an industry-shifting (and world-shifting) pandemic, followed by jarring ups and downs for mortgage rates and home sales. 

If that weren't disruptive enough, the industry was then confronted with a landmark verdict in a major commissions lawsuit that changed long-established ways of doing business.

Three seasoned professionals — brokerage owner and founder Dava Davin, and Clint and Shane Neal of the Neal and Neal Team — recently spoke with Real Estate News about the impact of these events and what they see ahead. 

New rules, clearer conversations

The policy shifts around buyer agreements and agent compensation that took effect in Aug. 2024 challenged brokerages nationwide, but Davin and the Neals see them as clarifying rather than threatening.

"It's fantastic for professionals to talk about your compensation and have an agreement before you do the job," Davin said.

In Maine, buyer agreements were already common, but the rule changes created more consistent conversations across the industry.

They also helped agents demonstrate their value and strengthen client relationships, Clint noted.  

"This is an opportunity to educate and show our work to clients and get them under an agreement, rather than showing 50 houses with nothing," he said.

Adapting to agent needs, expectations

There have also been changes in what agents expect from their brokerages and teams.

For example, at Portside, Davin has embraced the trend toward personal branding rather than brokerage-forward messaging.

"Your name is your brand," she tells agents. "Let us help you market that."

Portside now provides in-house marketing support to help agents look polished and cohesive while building their own identity.

The Neal brothers, meanwhile, have focused on setting expectations in a tougher market. "It was easier to sell in the Covid time," Shane said. "Now agents need to understand it may take double or triple the effort."

Their team has expanded mentorship and training programs, from boot camps for new agents to coaching for high producers.

Embracing tech

Both brokerages see technology — especially AI — as a key driver of the next phase of their businesses.

At Portside, Davin is watching AI's potential in compliance and transaction management. "We're on the cusp of having some things that are really going to help the agent be more efficient," she said.

In San Antonio, Neal & Neal are using AI for training: Agents can role-play their calls with AI, get scored and refine their pitch.

"Fundamentally, our business model remains the same, and as more tech comes on that's more efficient, we run with it," Shane said.

They all see technology and AI as tools to free their agents from busywork so they can focus on deepening client relationships.

Lessons learned

Looking back, the leaders agreed on the fundamentals:

• Respond quickly in crisis. Communication and clarity build loyalty.

• Scale strategically. Growth is possible if systems are ready.

• Educate and adapt. Agents must be prepared to explain financing shifts and new rules clearly.

• Support agents. From branding to training, brokerages that invest in their people are best positioned to thrive.

• Play to local strengths. Portside leveraged Maine's influx of relocation and second-home buyers, while Neal & Neal capitalized on San Antonio's growth without diluting focus.

The past five years have been a stress test for the industry. For Davin and the Neal brothers, adaptability — and a relentless focus on agents — have made all the difference.