Brokers who take an active role in agents’ success help build market momentum and company loyalty.

The real estate brokerage business is one of great fluctuation and change, often dependent on the state of the market. It’s no secret that the past several years have pushed the industry into unforeseen circumstances and opportunities. As an example, the COVID-19 pandemic propelled us forward when it came to the use of technology. It opened the doors to a new age of conducting business while being more operationally efficient. The key to moving forward and building market momentum is for brokers (and their family of agents) to evolve, be agile and have a platform and business model built that exceed consumer and industry expectations.

The “why” for the successful brokerage today, and into the future, is the agent-centric model rather than a company-first approach. That’s been a common theme for us, and it’s something we’ve aligned on in our business for a long time.

Guide Agents Toward Their “Why”

One thing that we’ve taken a deeper dive into is auditing our top producers to determine what they’re doing compared to everyone else at the firm. They all possess different personalities with different backgrounds and leverage different tactics to drive growth. What they all have in common—and what guides them to be successful—is their personal “why” and their commitment to it. If an agent isn’t committed to their “why,” the very first time they hit a bump, they’re going to stop. Our job as their business partner is to help them realize that and help them figure out exactly what their “why” is. That is our commitment as brokers and as business partners.

Once an agent establishes and commits to their “why,” they will be successful. If they’re successful, the brokerage is successful. This approach has been big for us and it’s something we live by every single day.

Now, be aware that the biggest hurdle for most agents to get there is patience. Many agents come up with their “why,” start putting in the work, say they’re committed to hitting that goal, but they pick arbitrary timelines to get there. These arbitrary timelines are not necessary, and they create stress that ultimately pushes them off the path that they need to be on.

Shift the Focus to Problem Solving 

We found another common trait that holds agents back from hitting their next level—romanticizing what got them there. They’ve fallen in love with the method and not the problem. Our role as brokers is to get agents to stop focusing on the solution and focus on the problem. If you focus on the problem, you’re going to be willing to try a million different solutions. Shifting that mindset is what gets results.

Give Agents Tools and Resources

Essentially, our brokerage is an incubator. We provide a controlled environment, both online and offline, for the care and growth of our agents. To get them to their “why” and to close more deals, brokers should first have the infrastructure in place—from a training, coaching, and development perspective. Second, they need measures and thought processes around maintaining culture and agent connection. Third, they must believe in the agent-centric process. If you believe this is the way the industry is headed, and that it’s the right thing to do for the agent, then do it.

There are any number of stresses put on a broker today, from recruitment and retention to bottom line pressures on profitability. The real estate brokerage business is dynamic and is constantly changing. It’s evolving into an agent-centric business model and developing a partnership with your agents is key to moving forward, building market momentum, and exceeding the needs and the expectations of agents and the consumers they partner with each day.

National Association of REALTORS®
Reprinted with permission

The market is always shifting, and building diverse revenue streams means your bottom line can withstand fewer sales.

In today’s market, some brokerages are finding themselves at a crossroads. “Our margins have nearly evaporated,” says Florida-based Ben Schachter, broker and president at The Signature Real Estate Companies. Sellers are negotiating for lower compensation and real estate professionals are optimizing their commission structures. Though it’s always been important, brokers are finding that creating additional revenue streams and reducing expenses are more important than ever. 

Schachter and other brokers aren’t new to the need for diverse revenue streams, though, and their experience is proving useful in the current market. The following are broker-tested options for building new revenue sources to support the bottom line.

Start a Tradeshow

Twelve years ago in South Florida, the market was slow. Noting how often businesses who relied on agent referrals were soliciting his brokerage, Schachter guessed many would pay to get in front of agents. So, he created the South Florida Realty Expo to convene as many as possible, keeping the branding generic and making admission free. Then he kept his costs low. Since country clubs depend on real estate professionals to bring them new members, one quickly agreed to host the event for free. To spread the word, Schachter bartered booth space for ad space with local newspapers. Then, he tasked a few of his agents with selling sponsorships, booths and speaking slots (they received commissions on sales).

In the end, 250 practitioners attended, 45 companies bought booths and the expo earned $15,000 in revenue. Since then, Schachter has hosted three more expos. The most recent one drew 3000 agents, 150 companies bought booths, and the expo generated $100,000 in revenue. Along with making money, these events have built Signature’s relationships with vendors.

Create a Subscription Program for Vendors

Following the same logic, Schachter realized companies would pay to pitch his 1400 agents, beyond just bringing them breakfast or lunch. So, he established an annual “preferred vendor” subscription program. To participate, they’re first vetted by Schachter. If they pass the test, they pay his brokerage an annual fee. In return, they receive the full Signature agent contact list, access to all Signature events and the chance to visit Signature offices to pitch his agents (they can pay an extra fee for a premium speaking slot at the company’s annual meeting). Plus, they’re listed as a “preferred vendor” on the Signature homepage. About 60 companies currently participate.

Establish Affiliate Businesses

Schachter devised another way to earn income from businesses: he offered some vendors the chance to “graduate” from preferred vendor to exclusive vendor partnership status, where they’d become Signature affiliates. His arrangement with each company is different, and he’s careful to adhere to the Real Estate Settlement Procedures Act (RESPA)—regulations protecting consumers during real estate transactions.

But a common model is a licensing partnership where each vendor carries the Signature name and benefits from the company’s marketing expertise. Over time, Signature has grown its network of affiliate companies to a dozen, one in each category, including title insurance, pools and construction. In 2024, proceeds from these affiliate businesses accounted for about 50% of Signature’s net income.

Close an Office

Last February, Florida-based Steve Snider, managing broker at One Sotheby’s Realty, closed one of his offices, even though it was profitable and home to 10 of his agents. The space was costing him “a few hundred thousand dollars” a year and Snider was particularly keen on making changes to keep costs low. With $20,000 of the money he saved, Snider upgraded the conference room in one of his other offices to help his brokerage land a developer client. The developer was shopping for a real estate firm with an appealing space that could be used as a sales office. Swapping out the furniture, framing the TV and adding a chandelier and drapes did the trick, and Snider’s brokerage signed the developer.

Ditch Marketing That Doesn’t Work

During a downturn a few years ago, Rhode Island-based Ron Phipps, owner of Phipps Consulting LLC, assessed his expenses. He was disappointed to learn that annually, his brokerage was generating $40,000 in revenue from leads it was purchasing for $60,000. So, he refocused his marketing efforts on the clientele his brokerage had served for the past three decades.

In one campaign, he and his agents sent emails and snail mail to residents of a 35-home neighborhood where they’d been involved in 25 of the sales. In hand-written “thank you” notes, they recognized the area as one of their success stories and invited residents to reach out if they or their contacts were ready to make a move. Then they called to follow up. Within 36 months, they’d secured five listings from this effort.

“We real estate professionals keep thinking we need to spend a lot of money to get tangible outcomes,” Phipps says. “But we already have the relationships and need to lean into them, to remind legacy customers how hard we work and the value we bring. Focus on the people who know, love and trust you, and scale that.” 

National Association of REALTORS®
Reprinted with permission

Events can lead to revenue by bringing in potential clients and establish your brokerage as a staple in the community.

For many brokerages, hosting real estate events are a necessary way to bring in business.

“Events are everything—they allow us to engage with the community, and we are nothing without our community,” says Isaiah Hazward, managing partner, The Homebound Group at Coldwell Banker Realty in Washington, DC.

The logisitics of hosting a real estate event are less important than what comes after, though. Instead of getting bogged down in event planning, agents should focus on post-event follow-up. That’s the step that leads prospects further down the sales funnel. Still, a successful event involves some planning.

Here’s how to plan events that will catalyze sales.

Create an Event Schedule

For efficiency, stick with the same event formula each year. That way, you’ll be able to plan your events budget, and your sphere of influence will know what to expect. Don’t worry though: you can still build fun and surprise into your events so that the schedule doesn’t feel stale.

• Add novelty: Hazward hosts four large annual events: a spring brunch, summer BBQ, fall get-together and winter holiday party. But he switches up the concepts. One year, his holiday party took the form of a masquerade ball. For another, he used the Reniassance as inspiration.
• Be current: To spark more interest and make things relevant, pick themes inspired by current events and trending search terms, Hazward suggests. He’s tied events to an upcoming election or Beyonce concert tour.
• Incorporate charity: Further distinguish events by raising money for a local nonprofit. In advance, poll invitees about which organization they’d like your event to support and emphasize how attendance will help elevate a cause.
• Plan follow-up sessions: You’ll be top-of-mind for those who attend an event, which means they’re more apt to attend things you plan in the near future. Schedule an educational seminar for a month after each event. Make sure you keep the topic relevant to the audience and aren’t repeating previous seminars. To differentiate yourself, discuss real estate investment rather than the ubiquitous topic of first-time homebuying, recommends Ben Schachter, broker and president of The Signature Real Estate Companies headquartered in Florida. For instance, cover becoming an Airbnb host or the process that’s involved when purchasing new construction.

Control Expenses

Schachter aims to cap his per-event cost at $200. April Harrington, on the other hand broker-owner at EXIT Real Estate Experts in Old Hickory, Tenn, hosts nine large events each year and spends about $10,000-15,000 on them in total. What you’ll budget for spending should depend on the return. Think about what kind of revenue each event type should bring in, and plan around that to ensure a profit. Consider ways to save on costs as well.

• Get co-sponsors: Invite businesses, like title companies, appraisers, financial advisors, and real estate attorneys to co-sponsor events or portions of events. Vendors have covered hors d’oeuvres, balloons, and champagne toasts for Harrington’s events.
• Save on the venue: For a large event, book a hotel ballroom for an off time, like a Tuesday—there’s a good chance you’ll nab the space at a discount, says Schachter.
• Reuse: Host open houses two days in a row (Saturday and Sunday), so you can reuse some of the flowers, drinks, decorations, and even unopened or unused food products where it makes sense.
• Avoid waste: In general, only 40-50% of RSVPs will attend, says Harrington. So, order accordingly, rather than overspending on food and drink.

Boost Attendance Numbers

Getting people in the door is the important part, and it can be tricky. Increase your odds with a combination of marketing, PR and sales.

• Spread the word: Post events on Eventbrite and promote them on social media using popular search terms. Also send press releases to local media.
• Personally invite people: “Make sure people know you want them there,” says Harrington. Reach out via text, email and phone. For open houses, Schachter tells his agents to leave postcards or Post-it notes at the 100 homes closest to their listing. They should mention they stopped by to invite each homeowner personally.
• Send reminders: Email or text a save-the-date 60-90 days out, says Hazward. Then, provide event details 30-60 days out and a reminder to invitees who haven’t RSVPed one month out. Finally, send reminders one week out and the day before the event.

Capture Leads

One of the main purposes of hosting events is to build your database. But it’s too easy to come away open-handed or with incorrect names and phone numbers.

• Require attendees to register: “Capture as much data as humanly possible,” suggests Hazward. Invite each person to bring a guest looking to buy, sell, or rent and ask for their contact information as well.
• Conduct an in-person giveaway at events: To enter, guests need to provide their contact information.
• Verify phone numbers: At open houses, suggest agents not only rely on sign-in sheets. Instead, they should offer to text guests their contact information on the spot, suggests Schachter.

Don’t Neglect Follow-up

Your agents might be tired after hosting an event. But they shouldn’t rest until they’ve completed this crucial step.

• Say “thank you”: Within a couple of days of each event, send a follow-up note, suggests Harrington.
• Share event photos: Post pictures on social media and in your email newsletter. Send them to people directly when you can.
• Talk real estate: Invite attendees to your upcoming educational session (see above) or to schedule a one-on-one real estate consultation with you.

Events raise your brokerage’s profile within the community and help you become better known. They also provide you with a roster of people that you can then turn around and share with your agents. Remember: building a database that leads to revenue and establishing your brokerage as a community pillar should inform how you plan and run your events.

National Association of REALTORS®
Reprinted with permission

A long-time agent shares the surprises, challenges and considerations of opening her own real estate company.

Many real estate professionals are hardworking, ambitious and goal oriented. No matter where they are in their career, it’s only natural for them to be thinking about what comes next. They want to be in control, have a grasp of their destiny and create a plan to get there. For those who have reached the pinnacle of success by hitting their sales goals year-in and year-out and wish to continue making a difference in the real estate industry, they may conclude it’s time to look for a new challenge.

For me, the next logical step was to become a broker-owner and manage my own shop.

My story began over 20 years ago at a local Century 21 office here in Northwest Georgia, and then as a top producing agent with ERA Prime Real Estate. After hitting a sales and personal growth plateau, I made the decision to open my own brokerage with the brand where I started: CENTURY 21 The Avenues in Calhoun, Ga.

I want to share the surprises, considerations and challenges of opening my own brokerage and how I leveraged those to achieve greater success.

Challenge #1: Choosing the Right Franchise

The biggest surprise I faced centered around the selection of a brokerage. I knew I wanted to franchise and affiliate with a company that shares my ethics and values. My biggest consideration—and one that influenced my decision to open my doors as CENTURY 21 The Avenues—came down to one word: “Why?”

My focus was on being perceived by real estate consumers and industry professionals as a champion of the communities where I live and work. What surprised me was Century 21 Real Estate would be that company. The re-branding, its focus on transforming the industry from transactional to experiential, unparalleled name recognition and respect, and C-Suite thought leaders who care about me, my agents, and my overall growth, helped seal my decision to return “home.”

My “why” aligned with that of the brand, which involves getting up and working harder and smarter than the day before. To me, if you do the right thing, then good things will happen. Plus, I didn’t find another company with the same passion that I have—and the timing in my life was perfect.

Specifically, becoming a broker afforded me the ability to invest in my future and take on the challenges that come with a leadership role. Now, I’m building a culture that supports agent growth and prosperity, and a place for people to collaborate, engage, and get deals done. Equally important, I’m bringing to market a company that works to make a difference in the community.

Challenge #2: Building Out a Team

Moving forward, my greatest challenge was building out the office. I needed to make sure I was Onboarding the right people for the right positions to ensure everyone functions efficiently, affordably and within cultural parameters. I do have people in place right now, but I’m also looking to interview and fill leadership positions in marketing and recruiting. I won’t hire someone just because they have a license. I want people looking to create a different experience at a real estate company.

Until my team is fully in place and functioning at 121%, I have decided to continue selling. I simply cannot walk away from the volume of business that I’m doing right now. The good news is that I had experience wearing both hats at ERA and earlier in my career when I opened a RE/MAX startup right out of college.

As an entrepreneur, you’re often asked, “What keeps you up at night?” My answer to that question is to make certain that I haven’t missed anything. I’m constantly reviewing my growth plan, thinking about systems and processes, and evaluating the services and productivity platforms my agents need to deliver the best client experiences, so that they, in turn, will earn industry-best quality service ratings.

The challenges I’m facing now are recruiting agents who share our cultural values and working through office renovations while operating out of a satellite office. But I’m confident I will overcome these challenges by leveraging my positive mindset, leadership skills and prior managerial experiences.

Considerations for Agents Who Want to Become Brokers

Join your local chamber

For other real estate practitioners thinking about making the transition from top producer to broker-owner, consider joining your local chamber of commerce. Get to know other professionals in your marketplace. Ask the chamber to support your office’s grand opening, which can help spread the word about your new brokerage and build those valuable relationships with members of the community.

Get involved in the community

I want to build a company that’s involved in the community. That way, people will get to know our agents. My goal is to promote the people who work here and be the local go-to brokerage that home buyers, sellers, and real estate investors value, appreciate, and rely on.

Manage your mental health

One last note: Identify what relieves your stress and motivates you to succeed. For me, it’s my partner. He listens to me, supports me, and is my voice of reason. When I feel overwhelmed and I get a little too anxious, he reasons with me and gets me through it. When it comes to my motivation, I immediately think of my grandfather. He was a business owner with an unbelievable work ethic and was an amazing human being. He was a huge influence in my life and my biggest supporter.

Going from real estate agent to broker-owner is a monumental shift. You’re moving from having the safety net of someone else’s brokerage behind you to being on your own. Yet, despite the many surprises, challenges, and considerations of opening a brokerage, having the ability to make a difference in the lives of your agents, consumers and industry partners, makes the transition from agent to broker tremendously rewarding.

National Association of REALTORS®
Reprinted with permission

For broker Rory S. Coakley, offering a range of services is only logical, increasing client satisfaction and adding income opportunities for the brokerage and its agents.

In the face of slow home sales, brokers are employing a range of strategies to generate new revenue streams. For Rory S. Coakley, diversification is at the heart of the Washington, D.C.–area brokerage he founded with his wife Nancy more than 36 years ago. Serving residential and commercial clients has enabled Coakley Realty to remain resilient through market challenges.

What does diversification look like in your company?

Coakley Realty is structured as a one-stop shop, able to provide various real estate services to our clients including residential, commercial, appraisals, tax appeals, and litigation support. Not having all our eggs in one basket provides stability. If residential sales are slow, we could be doing more tax appeals and commercial real estate. There’s never what I’ll call equilibrium. The pendulum keeps swinging.

The first six months of 2024 were rough, with the supply of homes very low, but things picked up in the last six months. Meanwhile, our property management company, Coakley Realty Management LLC, provides steady, recurring income. We manage a diverse range of properties, including residential, commercial, industrial, retail and nonprofit.

For the agents, it provides more opportunities to earn income. People who lease things also sell things and sometimes require management of their assets.

To me it’s logical that you would do multiple activities within the same industry, and one of the main benefits of it is that the services we offer are complimentary. We can manage, lease, appraise and appeal taxes for one owner—and we can sell them a house.

We were recently asked by an accountant I’ve known for years to appraise some properties that were part of an estate. Not long afterwards, the owner of the buildings called and asked me, “Do you manage properties?” Long story short, we secured a property management agreement on 45,000 square feet of industrial space right in our backyard.

What advice would you give to a broker looking to branch into a new line of business—or an agent who wants to start a brokerage?

Although I would caution a residential broker with no commercial experience about trying to represent a commercial client on a lease or sale, a lot of the processes are similar. You meet with the client, you find the client’s needs, and you go to the data source that can help you fulfill those needs. Brokers who want to expand their services should get the necessary education and make sure they have access to the right data—or they might seek out a commercial broker who would like to start a division within their company.

For anyone seeking to start or expand a business, start out with a very strong business plan, and review and update it annually. I also have used third-party consultants to help me avoid blind spots. They’ll ask a lot of questions you might not think about. And they bring an outside, objective opinion—and experience in what works and what doesn’t work.

You started out in a different family business, Coakley & Williams Inc. What’s the relationship?

My father, Neil Coakley, started that business with Fred Willams in 1961. I grew up working in the business—painting railings, digging holes, and carrying cinder blocks—and eventually worked my way up to research analyst, director of acquisitions, vice president of development, and finally director of construction business development.

Eventually, it was my desire to create a business that was our own, and so we started the brokerage. I can still remember talking with my dad about it. He was a bit disappointed, but in the end, he and my mom were our greatest supporters.

My brother and brother-in-law ended up buying the construction arm of the company (now called Coakley & Williams Construction). They just recently turned over the reins to their employees. Fred Williams’ son bought a hotel management division. And the commercial leasing and property management division was bought by Donahoe, a large independent here in D.C. Another brother went to that company in the mid-1990s, and he’s still there.

So, we all stayed in real estate, and we still have great relationships. The connections I made at C&W continue to generate business. For example, in 1988, we built two warehouses for a gentleman. When I started my company the following year, the owner needed to get those buildings leased. We handled that work as well as tax appeals on his buildings, his house, and a gas station he owns. Now, my son is doing his leasing and management.

Doing tax appeals seems a bit novel for a real estate brokerage.

We’re also appraisers, and the fact that we’re in the field and know the properties is a big plus. In one recent appeal, an assessor presented three comps to support his value. I was able to point out, “I was inside the first property two weeks ago. The second property, we appraised six months ago. The third property I sold two years ago.”

And because I have connections in residential and commercial real estate, I’m not dependent on the information that’s available in CoStar or the MLS. Of course, we use CoStar and LoopNet for our commercial business—and we use the MLS. But, as real estate professionals, we can also get information from the street.

How did you establish a strong foothold in property management?

Due to our extensive residential and commercial leasing activities, we were seeing opportunities in property management. We had been doing real estate tax appeals for Jim Dailey, who owned an HOA management company. He had back-of-house experience, a CPA and an MBA. I had more front-of-the-house experience—business development and marketing. It made sense for us to team up and create a separate company, Coakley Realty Management LLC, so as not to comingle ownership of the brokerage. That was 1999.

Bringing two companies together isn’t always easy. What made the partnership work so well?

The three C’s—compromise, communication and compassion. Jim retired recently, and we had a buyout agreement. Our son, Rory P. Coakley, along with another member of our team, Meghaan Lane, will now oversee the property management operation with an aim of deepening our footprint in the industrial market.

You hold a bachelor’s degree in finance from Georgetown University and a master’s degree in real estate and urban development from American University. Was real estate always part of your grand plan, and what role has education play in your success?

I never considered a career outside of real estate. I was lucky enough to have smart parents who had the ability to send me to good schools. I also took six construction courses at Catholic University. And I am also a licensed broker and certified general appraiser in Maryland, Virginia and Washington, D.C., so there’s always continuing education.

Field experience is a great teacher, too. When I was in high school and college, I worked at construction sites. After graduating from college, I worked in land acquisition and then moved into development. I was involved in rezoning, hiring architects and engineers, getting permits, leasing and operations.

Can you name three factors that have contributed to your long-term success?

We’re a locally owned and operated family business, which appeals to a lot of small to medium-sized businesses. We have hands-on management, which provides continuity to our agents. And we have high employee and agent retention rates. Some have been here more than 20 or 30 years. If I need to leave town, I know the company is in good hands.

The other thing is I’m involved in the community, and I’m always networking. Just about everybody you meet needs real estate assistance. Nancy and I were at a happy hour last month, and we struck up a conversation with someone. I told him I was in real estate, and he said, “I may need your services.” It turns out he’s moving from the neighborhood where I grew up to the neighborhood where I live now. To buy a property subject to selling your house is a nonstarter these days, so he’s looking for a bridge loan. Well, guess what? I just had a lender come in to give a presentation to our agents on bridge loans. So, I was able to provide information on a bridge-loan product.

That conversation is still ongoing. I’ll let you know how it turns out.

How is 2025 shaping up so far?

It should be better than 2024 with hopes of decreasing costs, inflation and interest rates. People have adjusted to these higher rates, and that may provide momentum in getting more homes on the market. Year-to-date in the DMV, the active residential listing supply is about 30% higher than the same time last year. Despite all the uncertainties in the market, we’ll continue to stick to our company motto, “Consider it done!”

National Association of REALTORS®
Reprinted with permission

Many real estate professional were glad to put 2024 behind them. High interest rates, practice changes and the relative uncertainty that nearly always accompanies an election year meant the industry had to pivot and adapt, often several times. As the calendar finally flipped to 2025, agents and brokers exhaled, hoping lower interest rates, an uptick in inventory and better sales were on the horizon. 

Some positives so far in 2025 include the fact that mortgage rates have fallen for several straight weeks and that the new administration has recently confirmed Lori Chavez-DeRemer as Secretary of Labor, who NAR believes should be a good partner for the real estate industry as her background proves she understands the complex issues that many are facing right now in business and in daily life, which trickle directly into their housing decisions.

Still, many agents might have reservations about the current market or feel uncertainty about how their business will perform this year. In a moment where the market is shifting once again, brokers are uniquely positioned to proactively support their agents so they can effectively serve their clients.
As always in our business, the agents that are most successful do so regardless of market conditions, possessing an unwavering focus on providing their clients with top-tier guidance.  Brokers need to provide those agents with the best information, insights, and direction so they can do their job successfully

Today we are on the cusp of the spring market, which in most parts of the country is the busiest season, achieving the highest prices of the year. For agents working with hesitant who are on the fence about listing, explaining the value of getting ahead of the spring market could help those sellers make an informed decision. 

Explain the Favorable Dynamics of the Spring Market

Many consumers—and agents as well—have no idea why the dynamics of the spring market are typically favorable for sellers. It is incumbent on brokers to explain to their agents what drives the spring market. This helps their agents differentiate themselves when communicating with clients, prospects, and, crucially, with homeowners during listing presentations. 

The Law of Supply and Demand

Agents need to be able to clearly communicate that real estate prices – like all prices, for everything sold on a free market – are fundamentally determined by the universal law of supply and demand. It is this incontrovertible force which accounts for the strong spring market most years. 

In most markets in the United States, early January is usually when we see the lowest levels of inventory of the year.  But a few weeks into the new year – often by mid-January, or in some years, just after Superbowl Sunday – we’ll see a notable uptick in buyer activity. There are many buyers who might have started their search in the fall market and are ready to resume after the holidays. But, it’s typical that the number of buyers exceeds the number of homes on the market.

This natural imbalance of supply and demand, which is exacerbated by the supply shortage that the industry has been up against for years, is what leads to shorter days on market and rising prices for most of the spring season.  

Why Sellers Should List Early

However, my experience has been that the earlier part of the spring market is often stronger than later spring.  Every month, more houses come onto the market that sell – and spring sellers will typically keep their homes on the market at least until summer.  This means that every month of spring, there are more homes available for purchase than the month prior – yet by mid-April, the bulk of the buyers are already out looking, and the market will frequently have hit peak demand for the entire year.

My guess is that the early part of the spring market is busier in most markets. Brokers need to assess the spring season in their markets to determine this, and then relay to their agents that clients need this information as well.

What an Uptick in Inventory Means for Sellers

Of course, no two years are quite the same – and already, 2025 is shaping up to be notably different than 2024. New listings coming onto the market were up by double digits versus the same period a year ago. In some markets, new listings are up sharply so far this year, surging by 40-50% year-over-year.

For agents and sellers, this increase in inventory provides a challenge when it comes to getting buyers through the door, and it’s one that brokers need to prepare agents to meet. This is especially important because it is more than likely that we’ll continue to see supply increases well above levels seen in at least the past several years.

Agents and sellers have the idea that spring is always a favorable market for sellers. But there’s nothing magic about spring; there is only the law of supply and demand that drives prices. Brokers should make sure agents understand what increased inventory means for days on market so that they can help seller clients get ahead of the market.

If agents can educate their sellers, sharing the market data and a choice anecdote or two from their own experience (or from their brokers, for newer agents with few stories to tell), they will be of tremendous service to their clients. Astute agents will help sellers to see the wisdom of getting their homes on the market sooner than later to best position themselves for a successful sale.

National Association of REALTORS®
Reprinted with permission