Effective leadership can make the difference between success and stagnation in an industry as competitive as real estate. Don Kottick, president and CEO of Sotheby’s Canada, has consistently demonstrated the ability to inspire, innovate, and adapt. 

“Some of the best lessons in business have come from the worst leaders,”- Don Kottick

For Kottick, the cornerstone of leadership is assembling the right team. Reflecting on his experience leading at Sotheby’s, Royal LePage, Johnston & Daniel, Peerage Realty Partners, Right At Home Realty and the Real Estate Institute of Canada (REIC), he emphasizes the importance of trusting your instincts when making hiring decisions. “Your intuition knows,” he says, recounting key hires that transformed teams and drove exceptional results. 

The principle of “getting the right people on the bus,” inspired by Jim Collins’ Good to Great, has been a guiding philosophy throughout his career. Associated with this first principle is the second of “hire slow and fire fast, if they are not the correct individual for the role”.

Beyond hiring, fostering a culture of excellence is paramount. Kottick believes in setting high standards for professionalism and development. “Trust, transparency, and collaboration are crucial to any organization’s success,” he notes. 

He champions open communication and encourages feedback from all stakeholders to stay attuned to the market’s evolving needs and nuances.  Kottick shares, “Some of the best lessons in business have come from the worst leaders, especially those leaders that espouse values that they fail to deliver on.”  

Elevating brands to new heights

Kottick’s tenure as president at Right at Home Realty demonstrated his focus on branding as a critical component of leadership. Recognizing the need to elevate the brokerage’s reputation in its early days, he worked to position it as a credible and appealing destination for real estate professionals. 

By recruiting and developing a new management team and restructuring the organization, he substantially increased the company’s market share and propelled it to the top brokerage position in the Greater Toronto Area by transaction units. 

Under his leadership, the company improved its national ranking in Canada within two years even though it was a regional player. This focus on branding wasn’t just about perception—it was tied to measurable outcomes that resulted in substantive growth.

“Technology should be a competitive differentiator, not a patchwork of disjointed solutions,” – Don Kottick

As the real estate industry increasingly intersects with technology, Kottick has been a vocal advocate for thoughtful innovation. At various organizations, he spearheaded the integration of proptech designed to streamline operations and enhance client engagement. 

From virtual tours in the early days of the internet to advanced marketing dashboards, his focus has always been on creating tools that provide real value rather than adopting a scattershot approach.   

As a former director of the Canadian Real Estate Association, he was the leading advocate for more investment in the development and promotion of Realtor.ca in order to combat competition from the USA.

“Technology should be a competitive differentiator, not a patchwork of disjointed solutions,” he explains. This principle has guided his leadership, ensuring that agents have access to resources that empower them to deliver extraordinary client experiences.

Navigating change

The real estate market is no stranger to upheaval, and Kottick has faced his share of challenges. From economic fluctuations to regulatory shifts, he has led teams through periods of uncertainty by prioritizing adaptability and resilience. “The industry has become more competitive, with a clear flight to quality,” he observes. “Realtors and brokerages that can’t offer measurable advantages are being sidelined.”

To navigate this landscape, Kottick underscores the importance of continuous learning and innovation. Whether introducing new training programs or leveraging emerging technologies, he has consistently championed strategies that prepare teams and Realtors for the future. One such example was bringing the Ninja Selling philosophy and methodology into the culture at Sotheby’s Canada which he says translated in serious productivity improvements. 

A vision for the future

Looking ahead, Kottick predicts a leaner, more competitive industry In Canada. He sees a future where only those who combine exceptional service, cutting-edge tools, and a commitment to excellence will survive and thrive. 

For aspiring Realtors and brokers, his advice is clear: focus on building relationships, embrace lifelong learning and align yourself with organizations that support your growth and have a strong international brand and presence.

Under Kottick’s leadership at various organizations, the numbers speak for themselves. whether at Johnston & Daniel, Royal LePage, Right at Home or Sotheby’s Canada, he led the teams that drove significant growth. 

More recently at Sotheby’s International Realty Canada, sales volume increased from $4-billion to $10-billion, and the agent population nearly doubled with Kottick at the helm. These results highlight his ability to develop and transform businesses, enhance their market presence, and create lasting equity value for the organizations.

Kottick’s leadership journey offers a blueprint for managerial success in real estate. By prioritizing people, leveraging technology wisely, and remaining adaptable in the face of change, he has not only navigated the complexities of the industry but has also inspired those around him to reach new heights. 

For those focused on building their careers, his approach serves as a powerful reminder that great leadership starts with a commitment to excellence and brand.

What kind of real estate team are you running? Is it one based on ego, or on success?

These are important questions, as we find ourselves on the precipice of what could be the next real estate boom. Lower interest rates are attracting sellers and buyers into the market once more, prices will rise and a flood of new agents (with the best intentions) will follow.

As those agents come knocking on your door, you should be asking yourself: is more really more?

The promise and pitfalls of mega teams

The “mega team” model has been gaining more attention recently, and of course, it can work, but only under the right leadership. Real estate is a naturally competitive business, and I’m flabbergasted that in today’s transparent world, where everyone can see what their colleagues and counterparts are producing, the size of so many of these “mega teams” still outweigh their production.

New agents: The advantages of joining the right team

As a new agent just starting out, joining a team can be career changing. Most of your expenses are covered by your split, your marketing is done for you, and you have direct access to hands-on mentorship. The right team can help new agents gain traction and set them up for success, until they’re off and running all on their own. 

Team leaders: Balancing quality and quantity 

As a team leader, working with top-performing agents can be incredibly rewarding. Imagine the potential of leading a mega team of a hundred high producers – that’s more power, and significantly more income, in your hands.

However, investing in a team with too many low- or non-producers who occupy your office, consume your resources, and demand your attention as a leader is unlikely to yield any meaningful returns. Even if you charge high office fees, retaining these underperformers ultimately distracts from the productivity of your high-achieving team members and undermines their efforts.

Strong leadership is the key to navigating market cycles

The success and sustainability of a mega team, or any team model for that matter, comes down to two critical factors: strong leadership that is hyper-focused on agents’ success, and agents who sell a lot of real estate. To our home-buying and selling clients, we always tout the benefits of “local” market expertise. This is also the case when it comes to team leaders.

Since booms are sometimes followed by busts, solid leadership makes all the difference. Shooting fish in a barrel doesn’t require much skill and it doesn’t demand leadership, only opportunity. This can be said of an “up” housing market. But what goes up eventually comes back down, and when it does, experienced leadership and a brand invested in its network’s success will help individual agents and brokers weather those up, down and sometimes sideways markets.

The bottom line 

If you’re a team leader, don’t get caught up in the quantity of your agents over their quality, and remember that the bigger team doesn’t always win.

If you’re a team member, ask yourself if your environment and the people in it are lifting you up and encouraging you to be your best self, or if they’re dragging you down. Be wary of the mega team that doesn’t have the production to back up its numbers.

Leaders are responsible for developing strong, professional agents and ensuring they can weather any storm. Whether it’s the fluctuating economy or a chronic housing shortage, there’s no question that running a successful real estate business demands a whole lot of strategy. Given these macro and micro complexities, make sure your agents are professional and ready to work for the team – regardless of its size.

“Pain is a good teacher … The silver lining is we don’t have any drama.”

This is what Ravi Singh, team leader of Connexus Group at Re/Max (Connexus), had to say about the fallout of his third major health scare since 2006. After he dealt with a colectomy, cancer, gallbladder removal, degenerative liver disease and 13 emergency room visits in a year, Singh’s team quickly learned what matters and has been extremely motivated to achieve greatness—both for themselves and their leader.

“They work really hard. Our numbers are up 27 per cent (in 2024 from 2023),” Singh notes. “They showed up when (I) needed them.”

He feels that anyone can be successful anywhere but, “Sometimes you want to have somebody to high five. You want to feel like these are my people (and) I can’t wait to share good or bad news.”

Indeed, Connexus saw $1.8 million in gross commissions last year. Of course, this and the rest of their success—including consecutive Re/Max Platinum and Diamond Team awards since 2016—result from very intentional efforts.

Habits, rituals and culture

Singh says the main things vital to his team’s success are the culture and core beliefs. “We work on an ‘all hands on deck, everyone wins’ philosophy,” he says.

Connexus agents start with the philosophy of contribution. “Giving starts the receiving process,” Singh says, and his team isn’t there for what’s in it for them. “They’re trying to figure out how to grow through giving. To really understand that is at the core of what we do.”

This “servant leadership” approach creates an optimal platform to understand agents and meet them where they’re at, ensuring their version of success is being navigated, not his. “I’m giving them the best possible platform in terms of tools, resources, mentorship, expertise and business best practices that I can to ensure that success.”

A balanced view of contribution and value plus quantity and scale

Singh notes that agents typically look at quantity and scale, while he looks at contribution and value.

He stresses how important both elements are to success and notes this is where the servant leadership philosophy comes in. “When we serve, the byproduct is kinship and money … It’s about how (we) can make an incredible contribution.”

Consistent processes and practices year-round

Singh holds two regular meetings that he says are crucial success factors, the first being a weekly “jam session.” There are two components to this.

First, the deals pipeline gives agents a “bird’s eye view and fly-on-the-wall perspective” of what others are working on, to learn through experience, something Singh notes is invaluable to all. The second component is a future focus on marketing initiatives that Singh breaks down into process and projects.

Process involves things like buyer and seller appointments, open houses, showings, offers and paperwork.

Projects are assessed to ensure the team is building a healthy pipeline that targets their ideal client or demographic: an “approachable baller” he describes as very well-rounded, with, say, two kids and a nice townhouse in a walkable, urban Toronto community. Recent projects centred around the holidays and included client gifting, events, drop-bys, annual comparative market analyses, real estate reviews and surveys.

The second regular meeting is a 10-minute agent huddle, where team members stay accountable by reviewing, answering and documenting three questions: What are you working on? What did you do? What is your immediate next step?

Singh also holds an annual offsite for yearly planning, and “all hands on deck challenges” about twice a year. These are proactive campaigns for lead generation with high-touch, one-to-one, personal client transactions. “Nobody leaves until it’s done. I give them what I call ‘rocks’ to call, (or) people and initiatives, like introducing the Re/Max Canada Housing Outlook report to 30 people daily.”

An open policy on financials

Singh feels his openness around financials sets his team apart. He says the open-book policy has created incredible transparency and trust, and he’s “very comfortable” with the company’s net operating income of 13.5 per cent because he’s being fair to his agents.

The team leader reports that in 2024, his team of seven earned about $1.8 million in gross commission from 83 transactions and 36 leases, growing by about 15 percent year-over-year.

Agent profile

Singh’s agents have been with him for years, some over a decade, and there’s next to no turnover. They’re very competitive, extroverted high-achievers but, “They have no organization,” he points out with a smile.

This is why Singh hires naturally organized staff who can support the agents with everything from coaching and mentorship, administrative support, listing preparation, database management and programming to increasing lead generation, prospecting or geographic farming and online leads.

Singh’s agents are team-oriented and coachable and don’t need the spotlight. He likens this to a band: “Each band member must play their part … My ideal agents want to succeed but not necessarily do all the parts—(just) be belly-to-belly with clients and thrive in the hot seat.”

Likewise, Singh is intentional about not putting himself in the spotlight. He explains that each team member is their own top producer and could thrive alone. “But the goal is not to create a revolving door of juniors,” he stresses.

Advice for agents

Connexus has a corporate charter with defined principles or beliefs, including being relevant, energetic and fun. Singh believes this last charter quality is paramount. “If you’re not having fun, why are you here? To shuffle through something you dislike? I don’t want that energy around me.”

He also tells anyone looking to improve to remember that success leaves clues and builds off of mentors, colleagues and models. “Don’t reinvent the wheel,” he advises.

Finally, to truly succeed, he says agents must define what success looks like for them, personally. For Singh, it means retiring on the Amalfi Coast surrounded by his grandkids and his team, looking back on 2023.

“I haven’t built a team, I’ve built a family.”

Photo: Connexus Group team

The Realtors Association of Edmonton (RAE) has announced Darlene Reid as its new chair. Reid began the role on January 1, 2025.

Reid’s background and experience

Reid served on several RAE committees and most recently completed a second consecutive year as the association’s chair-elect. She has worked in the industry for over 18 years, including as a broker, and has been in the top five per cent of RAE’s MLS sales since 2011. She regularly volunteers for events and initiatives in her local community.

With a strong background in board governance from her experience in municipal and provincial government, along with managerial and mentorship experience, Reid has gained a solid understanding of the industry’s rules and regulations and the technology members need.

RAE’s 2025 board members

Reid looks forward to representing RAE’s members this year, along with the association’s 2025 board members: Chair-Elect Troy Paquette and Directors Art Kominek, Chris Hedstrom, Danelle Bolinski, Gary Zimmel, Janice Kosak, Sharon Gregresh and Steven Reid.

You may be a star while you’re working at a company but how many people get glowing reviews from their former boss after they find a new job?

Karen Yolevski is “a delight to work with and I will miss her. In less than four years she has left a positive mark on our grand old company,” says Royal LePage Real Estate’s CEO Phil Soper. “Carson Dunlop will be lucky to have her leading their team.”

Yolevski, COO at Royal LePage, will join Carson Dunlop Home Inspections on Jan. 6 as its CEO.

Yolevski was based in Royal LePage’s head office in Toronto and happy, she says, to work with Soper, who is known as a stellar leader within the company and industry. During her time at Royal LePage, her portfolio included 21 corporately owned offices in Ontario, B.C. and Quebec. She also served as a key member of the executive team. 

A career built on versatility and vision

When she joined Royal LePage in 2021, she says her goal was to put “hands and arms around the business, drive innovation, drive brand and build on great services.”

The people-focused leader says she has implemented initiatives to enhance operational efficiency, integrate technology to improve service delivery and helped further solidify the company’s position as an industry leader. She worked to ensure corporate team members felt valued and heard and drove initiatives whether local or while travelling.

Yolevski says her background has followed a winding path. She is a lawyer by trade, having attended Osgoode Hall. As partner in law she specialized in real estate, corporate governance and strategic advisory services. She has held leadership roles in proptech platforms, title insurance and financial services, including Stewart Title Canada as vice president of Residential and Commercial Business Development and president of Nationwide Home Closing Services and Nationwide Recovery Services at Nationwide Appraisal Services.

Embracing the next chapter 

While working as vice president and chief legal counsel at Flexiti Financial, she found her love for the business and operational sides versus legal and her love for real estate.

Client service is at the centre of all she does. She says she is looking forward to “an exciting opportunity as CEO at Carson Dunlop, a company renowned in the industry for almost a half-century and that has a remarkable reputation,” she says.

Her first order of business is to start in “learning and listening mode, working toward goals, growth and innovation” at the Toronto-based home and residential inspection company and to increase the profile of its lesser-known education and software components.

Yolevski says the home inspection field has more males than females, but women buy homes, so it makes sense to have representation in all aspects of real estate transactions, from Realtor to inspection to aftercare. “It’s important and it’s good business.”

A champion for women in real estate

She values the opportunities she has had to mentor women to work toward their career goals and to provide mentorship and leadership and looks forward to continuing in that role.

Her career has given her the opportunity to travel. “It’s been a gift to do that as part of my work at Royal LePage and my past experience.”

Working with a Canadian company such as Royal LePage has allowed her to learn the nuances of the Canadian market, which varies from region to region. “It makes a difference to have Canadian leadership on the ground.”

Yolevski, who loves Toronto through and through, says her roots and heart are here. However, in a different life, she would have been a broadcaster. She says life took a turn and she has no regrets that she pursued a legal path first. “It’s very useful in business to have a legal background, to be able to absorb information,” says Yolevski, who has a communications undergrad and enjoys public speaking. She often shares her expertise at industry events and provides industry insights to national print, radio and television media.

Royal LePage CEO Phil Soper and COO Karen Yolevski

A bright future ahead

As for the glowing remarks from her past employer, she says “I think it’s a testament to the mutual admiration and respect for the people I worked with at Royal LePage. The feeling is mutual.”

She says Soper develops people into leaders and encourages them to use their skills in other opportunities, which shows the professionalism and excellent family-like environment at Royal LePage.

Soper is an “incredible leader, as those in the industry know. He’s the voice of Canadian real estate and has done an incredible job keeping Royal LePage at the forefront. It’s a great relationship to work for and work with him.” Royal LePage Corporate Brokerage is Canada’s oldest operating real estate company and the largest brokerage business by sales volume in the country.

Yolevski is also getting accolades from her new employers. Alan Carson, president and CEO of Carson Dunlop, says, “Karen brings exceptional experience and enthusiasm, and I am excited to support her in her leadership of Carson Dunlop on the next chapter of this home services company.” 

The Ontario Real Estate Association has officially begun the search for its next CEO. Following Tim Hudak’s resignation in August 2024 after seven years at the helm, OREA has enlisted Ketchum Canada Inc. a consulting firm in the not-for-profit space, to lead the recruitment process.

The role is outlined in an executive brief on KCI’s website; OREA is looking for “an experienced leader with strong business acumen,” who is a “diplomatic and savvy communicator with excellent relationship and profile building skills.”

In an email to Real Estate Magazine, a spokesperson for OREA shares, “After engaging in an extensive Request for Proposals process, OREA selected KCI Talent and Executive Search Consultants. For over 40 years, KCI has worked in the not-for-profit sector and they have significant experience recruiting CEOs. We have no further comment beyond the details outlined in the posting.”

KCI’s Vice President of Search and Talent, Samantha David, is spearheading the recruitment process, with applications due by Jan. 15, 2025. OREA has emphasized its commitment to diversity, equity and inclusion in its hiring practices. The role offers a competitive compensation package and will be based at OREA’s offices in Toronto.

Niagara Falls/Durham, Ont.- Revel Realty, an independent real estate brokerage with headquarters based in Niagara Falls, Ont., is excited to announce that the powerhouse broker trio of Doug Gordon, Walid Dorani and Gino Spagnuolo will lead REVEL’s expansion into Durham.

Building upon recent expansion in Toronto West, REVEL Durham will begin to triangulate the Greater Toronto Area with the REVEL brand, while establishing a prominent presence in areas north and east of the metropolis.

Having already staked a claim on this marketplace with a homegrown reputation of hard work and ethical business practices, Doug, Walid and Gino will form a unique leadership team with the intent of growing REVEL’s market share in a thriving and developing region of Ontario.

“I joined Revel because they stand apart from the status quo, driven by great leadership with a progressive vision that aligns with my goals,” explains Doug Gordon. “I want to be a part of and help grow an inspiring brand. Under the Revel brand, I hope to help foster a dynamic, professional environment where true collaboration and innovation thrive in order to provide exceptional value for our real estate clients,” he explains.

“The breaking away from conventional practices resonates with my own approach to real estate,” adds Gino Spagnuolo. “With forward-thinking leadership and a brand vision that focuses on elevating the industry, I’m excited to contribute to this culture of innovation, growth, and success.”

Such an expansion move marks a major milestone for REVEL’S 10th anniversary in business. With a goal in 2024 to grow by ten offices to commemorate ten years in business, REVEL Durham will be the official tenth office, realizing the fulfillment of this prognostication, and validation for a brand that continues its exponential growth.

In 2024 alone Revel expanded to Timmins, Waterloo, Campbellville, Espanola, St. Catharines and Niagara-on-the-Lake(McGarr Realty Alliance), Kingston, Toronto West and most recently, North Bay. To include three, reputable and renowned brokers in REVEL’s stable of leaders will do well to extend and bolster REVEL’s far-reaching network, as well as add to the growing list of expansion offices, which will most likely exceed expectations with a few more slated to be announced before the end of the calendar year.

REVEL regards this trio of talent as a major expansion advantage for a brand that truly values the people who have earned promotional opportunities through impressive work ethics and adoption of the business principles REVEL insists upon for each of its 33 offices in Ontario.

“We are honoured to welcome Doug, Walid, Gino and their team into our REVEL family. Our ambitions and visions for real estate are like-minded, as well as our passions to offer elite service to our clients and colleagues,” explains REVEL co-founder, Ryan Serravalle. “To acquire three incredible leaders, who will drive REVEL Durham, is a first for us, and one that we are extremely excited about.”

REVEL is confident that its focus on education, coaching, training, mentorship, and creative marketing, not to mention its top ten branding influence in the province of Ontario, will continue to create opportunities for agents, affiliations, and client networks throughout the province and beyond.

“We are overwhelmed with enthusiasm when we attract agents, brokers and teams that share our core principles of business,” adds Nicki Serravalle, co-founder of REVEL. “At REVEL, we work to create confidence in our agents so that they aspire to leadership positions. Doug, Walid and Gino already have a headstart in this regard.”

From its inaugural launch in 2014, the founders of REVEL, Ryan and Nicki Serravalle, have built an alluring brand, which has inspired a demographic of real estate professionals to conduct business in a REVELutionary manner.

Attracting some of the highest-selling teams in the nation, while developing a contingent of industry-leading agents through its innovative REVEL Ed and REVEL Mentorship programs, REVEL has established itself as a credible and promising option for reputable real estate agents, brokers and prominent teams, who are seeking to take the next step in their career paths—leadership, ownership of, or partnership with, a REVEL office.