I set out to write an article on the contradictions and complexities of dual agency (sometimes referred to as double ending a deal) in real estate but in reviewing the different court cases and literature, I soon had so many thoughts on paper that I decided to make it a series.
I’ll start by throwing out a few ideas for consideration and in the next few articles I will dive deeper into each idea one by one.

“If two consenting adults choose to attempt a transaction through one agent…I argue they should bear more responsibility in the outcome.”

Firstly, in researching this, one thing that stood out in all the literature was the singular focus on the actions and responsibilities of the real estate agent with only fleeting enquiries into the behaviour of the parties, both consenting adults. 

As well, I see what appears to be a flaw in the way the law treats dual agency in real estate. There is a major difference between legal disputes and real estate transactions in that when two parties contact lawyers, there is already a dispute between the parties and the lawyers are engaged under the accepted premises of an adversarial process. 

In a real estate transaction, the two parties are generally aiming to conclude a mutually satisfactory transaction (though often each is hoping to come out a little better than the other party). It is usually only after or at the end of the transaction that the situation tends to become adversarial, yet the entire process is legally treated as adversarial from the beginning. If two consenting adults choose to attempt a transaction through one agent, they are doing so in the hopes of gaining some benefit and as long as that consent was given with full and timely disclosure, I argue they should bear more responsibility in the outcome.

This human tendency that aggravates dual agency is, to me, best described in the joke about two horse traders. A fellow comes upon two horse traders arguing. He asks what is wrong and they both say that the other guy ripped them off in a trade of horses. He asks them why they didn’t just trade back then and forget about it. Both reply that they don’t want to get ripped off again. Doesn’t that sum it up so well?

“The added risks involved, in my opinion, more than justify the full commission being paid to the one agent, yet both parties often expect a reduction.”

Oftentimes, one of the parties, usually the buyer, will request their agent to contact the other party on their behalf in the hopes of effecting the transaction without a second Realtor and expecting you, the agent, to work in their best interests against the other party. There are a few reasons for this, however, the hope that they (the buyer) will come out ahead is not the least of them, and this puts the real estate agent in a very unenviable position. Sometimes, if you don’t do it, the buyer will find someone who will. Additionally, the added risks involved, in my opinion, more than justify the full commission being paid to the one agent, yet both parties often expect a reduction.

Given that both parties are often looking for “a deal,” this puts the agent immediately in a seemingly irreconcilable conflict of interest. Usually, the more sophisticated client is the one initiating the process and their hope of garnering a “deal” diminishes the more the agent provides market information to the other party. So, the more work an agent does, the less the chance of a deal, and the greater chance of not getting paid for doing more (and better!) work. The less work an agent does, the greater the risk of legal liability and sanctions.

“Finally, under fiduciary duty, we are expected to place our interests beneath those of our clients.”

At this point, I should add that there is nothing illegal or unethical about seeking a “deal.” This is part of human nature, and there is nothing inherently wrong with it. I say this because this conflict is compounded by the fact that the initiating party is often an active investor, the kind of client an agent needs to thrive. The fact that we are in fiduciary relationships per se (fancy legal way of saying by default), precludes agents from favouring the better client in effecting a deal. 

Finally, under fiduciary duty, we are expected to place our interests beneath those of our clients. I find this a curious statement. I have also seen this worded as we are to place our clients’ interests as paramount. This I have no issue with, but the first statement I do because, as worded, it implies we must diminish our interests. 

This begs the question, how far? I expect a) to be remunerated for my efforts, and b) that that remuneration is fair—and I am not prepared to reduce these expectations. Everyone expects this when they go to work in the morning, but am I to diminish these interests? Why? And how much so? 

Stay tuned for more on these thoughts as we do deep dives into each one individually as we explore the wonderful world of dual agency.

The housing industry knows this story all too well: prices are soaring and demand (until recently) has been relentless yet projects are stalling. The blame often falls on high land values or developer greed, but the real culprit is clear to anyone in the sector—it’s the staggering cost of delivering new homes.

The numbers are sobering. The Canada Mortgage and Housing Corporation (CMHC) says that we need to build 5.8 million new homes by 2030 to restore affordability to 2004 levels. If successful, that would mean that a newly built 1,000-square-foot, two-bedroom condo in downtown Vancouver would sell for $620,000 instead of the $1.5-million that it currently does. 

But here’s the reality: even if land were free and developers waived their profits, that condo would still cost more than $1-million to build. In Toronto, it’s a similar story, with hard costs alone pushing the price beyond $800,000.

By the numbers

Here’s how the numbers break down for that $1.5-million Vancouver condo:

• $294,000 (20 per cent) is for land acquisition
• $490,000 (32 per cent) is for hard costs (i.e. labour, building materials)
• $102,000 (7 per cent) is for soft costs (i.e. architectural designs, legal fees)
• $92,000 (6 per cent) is for marketing and realtor commissions
• $77,000 (5 per cent) is for finance charges and loan interest
• $267,000 (18 per cent) is for government taxes and fees
• $178,000 (12 per cent) is the gross profit margin required by banks to provide financing

(Numbers rounded for clarity)

Climbing costs lead to stalled projects

This isn’t news to anyone in the industry. What’s alarming is how quickly these costs are climbing, forcing projects to stall or fail altogether. In Vancouver and Surrey, B.C. alone, 58,000 homes are paused because the cost of delivering them exceeds what buyers can pay.

So, if the affordability crisis is really a cost-of-delivery crisis, what can be done? While macroeconomic factors like interest rates and global material costs are beyond our control, governments hold significant levers to reduce costs and unlock stalled projects.

Three areas of reform stand out:  

1. Reduce financing costs for housing projects

• Allow development cost charges (DCCs) and municipal levies to be paid at the end of a project, rather than upfront. This would reduce financing costs and free up critical capital.
• Exempt DCCs from GST/PST/HST and land transfer tax calculations—double taxation only inflates prices unnecessarily.
• Expand municipal surety bond programs to replace capital-intensive letters of credit, unlocking billions in tied-up equity.

2. Provide stability for developers 

• End the constant churn of new regulations. Introduce in-stream protections so projects already in process aren’t derailed by sudden policy changes or fee hikes.
• Expand the pre-sale period in British Columbia—currently, developers have only 12 months to meet pre-sale requirements for projects to move ahead, resulting in many projects not launching, or failing to meet requirements. This holds housing projects back that would otherwise be able to move forward 
• Establish a nationwide policy moratorium to provide the sector with a stable planning environment for the next five to 10 years.

3. Implement fairer ways to fund infrastructure and amenities

• Create a municipal services corporation for water and wastewater services so that regional districts can borrow and amortize infrastructure costs over time instead of relying solely on development cost charges.

While these changes require government leadership, the industry has a role to play. Developers need to speak with a unified voice, push for sensible reforms, and share the data that demonstrates the urgent need for change. Transparent conversations about what it actually takes to bring homes to market will help shift public perception and rebuild trust in the sector.

CMHC’s affordability target isn’t impossible—but it demands bold action. The time for incremental adjustments is over. If we want affordability to return to Canadian housing markets, we need governments and industry to tackle the true crisis: the soaring cost of delivering homes.

Every month, Kate Teves, HR consultant, recruiter and founder of The HR Pro, answers Realtors’ questions about anything and everything related to human resources. Have a question for Kate? Send us an email, or leave a comment below! 

Question: Dear Kate, what’s the secret to running a truly successful brokerage?

Kate: I often get asked a version of this question by both aspiring real estate professionals and broker-owners and although we know there is no singular trait/role that works for all, one trend has become crystal clear: brokerages and teams that invest in an agent success manager (ASM) consistently outperform those that don’t. 

Recruitment, retention, reputation, and true agent success—all see measurable improvements and in this industry, measurable improvements are as coveted as a prime waterfront listing.

How does this impact the broker of record role?

While it was widely accepted that the broker of record (BoR) must be an equal parts compliance officer, on-demand agent support, marketing manager, business development guru and mentor,  it is seldom possible for one person to be excellent at all things at once.  

The emergence of the ASM role allows a BoR to truly focus on traditional responsibilities of overseeing all transactions within a brokerage, ensuring adherence to legal standards and supervising agents to maintain ethical conduct—safeguarding both client interests and the brokerage’s integrity. 

With the advancement of technology and a focus on agent-centric models, the ASM role has been quickly gaining prominence from coast to coast. ASMs act as primary points of contact for agents, providing support, training, and resources to enhance agent performance and client satisfaction. 

Their responsibilities often include:

• Building relationships: Developing strong personal connections with agents to understand their needs and goals.
  • Curating a personalized plan for each agent based on their strengths and existing circle of influence.
• Providing real-time support: Offering immediate assistance to agents, ensuring they can effectively serve their clients by reviewing contracts and offers, supporting with clause writing, and assisting during negotiations.
• Leveraging technology: Helping agents utilize the latest tools and platforms to streamline transactions and marketing efforts. 
  • Training them on the benefits of using a CRM
• Mentorship:  conducting live and online training on ever-changing documents, regulations and best business practices.
• Accountability:  An ASM often acts as an accountability partner by having consistent meetings with the agent and keeping their finger on the pulse of their individual business.

Recruitment: First impressions matter (and last)

If you know me personally you would have heard me say this often, “Recruitment is like dating—it’s about making a great first impression but then also having the substance to maintain the relationship.” 

In brokerages with ASMs, candidates are wooed by the promise of ongoing mentorship, personalized support, and a clear path to achieving their goals. This isn’t just anecdotal. According to a 2023 survey by the Canadian Real Estate Association (CREA), brokerages offering structured mentorship programs—often led by ASMs—reported a 22 per cent increase in applications from top-tier agents compared to those that did not.

Without an ASM, recruitment often feels like speed dating: quick, chaotic, and with little follow-up. Agents might join, but without someone dedicated to onboarding and goal-setting, they’re more likely to look for other options within a year.

Retention: Keeping the band together

Retention is where the rubber meets the road. Real estate has one of the highest turnover rates of any industry, with the average agent switching brokerages every three to five years. However, brokerages with ASMs flip the script. By providing consistent coaching, recognizing achievements, and offering solutions to day-to-day challenges, these brokerages see turnover rates drop by up to 40 per cent.

Let’s face it: no one likes feeling like just another cog in the machine. An ASM ensures agents feel valued and supported, which translates to loyalty. Think of it like having a gym buddy—you’re far less likely to skip leg day (or, in this case, switch brokerages) when someone’s cheering you on.

Reputation: Word gets around

In business, reputation is everything. Brokerages with ASMs gain a reputation as places where agents thrive. CREA’s 2022 report noted that brokerages with dedicated agent support roles are 35 per cent more likely to be recommended by their agents to peers and isn’t that ultimately the best compliment and the easiest way to grow?

Contrast that with brokerages without ASMs. Agents in these environments often describe feeling adrift, which inevitably finds its way into conversations—and not the good kind. One agent’s frustration at a networking event can snowball into a reputation problem that’s harder to fix than a deal that’s fallen through.

True agent success: Beyond transactions

Finally, let’s talk about what really matters—agent success. Brokerages with ASMs don’t just focus on helping agents close deals; they focus on helping agents build careers. This holistic approach includes goal-setting, skill-building, and even work-life balance (yes, even real estate agents need balance).

The numbers speak for themselves: brokerages with ASMs see an average 15 per cent increase in agent earnings within the first year, according to a 2023 study by the Ontario Real Estate Association (OREA). Agents are more confident, productive, and satisfied—and it shows in their results.

So if you are an agent looking for your next brokerage, look for one that invested in a role to dedicate to your success.  If you are a brokerage or team leader pondering whether to invest in an ASM, the answer is clear. Your recruitment numbers will thank you. Your retention rates will applaud you. Your reputation will shine. And most importantly, your agents will thrive.

CREA released their December statistics along with their hallmark annual optimism heading into January. The big question on everyone’s mind is whether or not that optimism is warranted moving into 2025’s real estate market. 

CREA also seems to feel that we can see a resurrection of volume (the number of homes sold in 2025) without prices rising to the point of unaffordability. 

I think they might be right. At this point, people are buying homes again because they can afford to. As long as that doesn’t change, 2025 should be a good year for Realtors, even if it’s not a good year for the homeowners hoping their house prices go up. 

We should certainly hope to see some life in the resale market, given that new condo sales in 2024 were the lowest they’ve been since 1996, according to a recent report from Urbanation.

Source: Urbanation

Should this housing correction continue along its path, it looks like we’re in about the third or fourth inning here, and it’ll be a while until we see house prices trend upwards again in a meaningful way. BMO recently visualized this in the excellent chart below.

As we close the books on 2024, it’s worth reflecting on the Canadian housing market’s performance, particularly during its quieter December period. After a remarkable fall rebound, the market saw sales activity dip 5.8 per cent in December compared to November. 

At first glance, this might seem like a retreat, but dig deeper, and the picture tells a different story—a market poised for a potentially significant shift this coming spring.

Much like a second-period intermission, December’s slowdown feels more like a pause than an end. Despite the dip, sales were still 13 per cent above where they stood in May 2024, just before the Bank of Canada made its first interest rate cut in June. 

In fact, the fourth quarter was among the strongest in the past 20 years (excluding the pandemic), showing the resilience of the Canadian housing market even amid affordability challenges and economic uncertainty.

A supply story, not a demand story

The narrative driving December’s cooling wasn’t a lack of buyers—it was a scarcity of homes for sale. Nationally, new listings fell 1.7 per cent month-over-month, marking the third consecutive decline after a September surge. 

The result? A market where potential buyers found themselves facing limited options, even as affordability began to improve. Faced with this challenge, many buyers may have pushed their purchase to Spring 2025, which fuelled CREA’s belief in a “pent-up demand” scenario in the year’s first quarter. 

The bigger question on my mind is whether or not we could see a “pent-up supply” scenario as well, given the market is facing a few key factors:

• The impact of a trade war (Bank of Canada is predicting as much as a -6 per cent impact)
• Rising unemployment (albeit surprisingly strong in December)
• A change in government that promises less government jobs and spending
• Increasing purpose-built rental supply competing with investors
• Historically high jump in supply from completions in 2024 and 2025
• A record number of mortgages renewing at higher interest rates 
• To me, the pent-up supply argument could be stronger than the one for pent-up demand.
  
  

Absorption is normal, not “strong” 

The national sales-to-new listings ratio, a key indicator of market balance, eased back to 56.9 per cent in December from a 17-month high of 59.3 per cent in November. For context, this figure hovers near the long-term average of 55 per cent, reinforcing the idea that we’re still in a relatively balanced market. Yet, with inventory levels well below historical norms—128,000 properties listed nationally, compared to a long-term average of 150,000—buyers remain at a slight disadvantage.

Affordability: A fragile silver lining

One of the more optimistic takeaways from CREA’s December data is the indication of modest improvements in housing affordability. Mortgage payments as a percentage of income (MPPI) have begun to decline, supported in part by the Bank of Canada’s interest rate cuts earlier in the year. This relief has allowed more buyers to consider entering the market, particularly in regions where prices have stabilized.

However, this silver lining comes with caveats. The national average sale price rose 2.5 per cent year-over-year to $676,640, and the MLS HPI edged up 0.3 per cent month-over-month. While these price increases are smaller than those seen in previous years, they could still erode the modest affordability gains if household incomes do not keep pace. In short, any improvement in affordability remains precarious.

Adding to the uncertainty are broader economic pressures. Rising unemployment and potential government hiring cuts loom as risks that could dampen affordability this year. These factors may offset the positive effects of declining mortgage payment costs, particularly if interest rate cuts slow or stall.

The forecast remains uncertain: will sustained rate reductions and stable home prices bolster affordability, or will economic pressures push it further out of reach for many Canadians? For now, the improvements in affordability offer a glimmer of hope, but the coming months will reveal whether that hope is sustainable or fleeting.

The role of inventory in 2024’s narrative

A closer look at inventory trends highlights why 2024’s market defied expectations in certain months while tapering off in December. After peaking in September, new listings steadily declined over the fall, creating a bottleneck that frustrated buyers eager to capitalize on improved affordability. By December, there were just 3.9 months of inventory on the market—a slight increase from November’s 3.6 months but still well below the long-term average of five months.

This constrained inventory helped keep prices relatively stable, even as sales activity slowed. Sellers, wary of accepting lower offers, chose to hold firm or delay listing altogether, contributing to a stalemate in the market. This dynamic was particularly evident in urban centers like Metro Vancouver, where the market displayed modest stability with a 0.7 per cent month-over-month price increase and steady demand. The limited flexibility in prices on both sides reflects the cautious behaviour of buyers and sellers alike, highlighting the ongoing challenges of navigating a market shaped by tight inventory.

Spring 2025: The perfect storm for a demand surge?

Looking ahead, spring 2025 could mark a turning point. As snow melts and sellers bring new properties to market, demand is expected to unleash in a big way. Historical patterns suggest that real estate springs to life earlier than anticipated, and this year should be no different. 

CREA anticipates a notable uptick in activity for 2025, with an estimated 532,704 residential properties expected to change hands through Canadian MLS—a substantial 8.6 per cent jump over 2024. Shaun Cathcart, CREA’s senior economist, predicts that the anticipated bottoming out of interest rates will encourage more sellers to list their homes, further fueling the surge in activity.

The market conditions brewing this spring could create opportunities not seen in years, particularly if affordability continues to improve.

How interest rates shape the 2025 outlook

Interest rates remain the wild card. The Bank of Canada’s decision to cut rates in June 2024 provided a much-needed boost to affordability, but further reductions will be critical to sustaining momentum. Lower interest rates could not only draw more buyers into the market but also encourage sellers to list properties that were previously held back due to unfavourable market conditions.

However, the timing and scale of rate adjustments will play a pivotal role. A delay in cuts could dampen the anticipated spring surge, while aggressive reductions could reignite fears of another housing bubble. Policymakers will need to strike a delicate balance to support market stability without overcorrecting.

The long road to balanced housing

Despite the promise of greener pastures, structural challenges in the Canadian housing market remain unresolved. Inventory levels are still below historical averages, and the gap between buyer expectations and seller realities shows no signs of closing quickly. 

Adding to these challenges, recent announcements regarding reductions in immigration targets could have a significant impact on housing demand. Canada has relied heavily on immigration to drive population growth, which in turn fuels housing market activity. With immigration levels curtailed, the anticipated surge in demand may soften, potentially easing pressure on housing supply but also creating uncertainty for developers and long-term market stability. Lower immigration could temper price growth in some regions, but it also risks stalling construction projects and reducing economic momentum tied to new arrivals.

The chart below highlights the municipalities with the highest population changes in 2024 compared to 2023, a trend heavily influenced by the surge in international students. This demographic has significantly contributed to local rental and housing demand. Such growth may not be as pronounced in the coming years.

Source: valery.ca 

What December tells us

While December 2024 wasn’t the blockbuster end to the year some might have hoped for, it offers valuable insights into the market’s current state and future trajectory. Inventory levels remain tight but are improving, prices are stabilizing, and the balance between buyers and sellers is holding steady.

The question lingers: will the spring market deliver the long-awaited relief buyers crave, or will it usher in another cycle of rising prices? One thing is clear—2024 stands as a transitional year—neither a full recovery nor a complete correction. It offered glimpses of stability but left plenty of unanswered questions for 2025. 

The calm before the storm? Perhaps. But in Canadian real estate, the only constant is change.

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.

In the high-stakes world of real estate, a single misstep can transform a promising career into a legal nightmare.

Although I’m an active Realtor, back in the 1970s, as a broker, I was called upon to testify as an expert witness. The case involved a broker who was accused of not being vigilant during an open house when jewelry was stolen by someone from the public. That single case started a second career for me as an expert witness. I’ve testified in about 600 trials and written thousands of expert reports, seeing firsthand how quickly professional dreams can unravel.

The real estate industry is experiencing a critical moment. An influx of poorly trained, part-time agents who fail to understand fundamental rules and regulations is creating a perfect storm of potential litigation. The consequences are far more than monetary—they can devastate an agent’s reputation and professional future and negatively impact their brokerage.

The landscape of professional liability

Agents face numerous potential legal challenges, including professional negligence claims, fraud allegations, breaches of fiduciary duty, misrepresentations of professional expertise, financial damages from incorrect advice to buyers and sellers, vicariously dragging their brokerage into litigation and the besmirching of their personal and their brokerage’s reputations (which can be dramatic in smaller communities).

One of the most insidious risks lies not in outright lies but in strategic omissions. Agents who fail to disclose critical property details—whether they’re zoning restrictions, environmental hazards or structural defects—are setting themselves up for potential lawsuits.

Common pitfalls

There are many recurring issues that invite legal scrutiny and lawsuits, including:

Agents stating that zoning or other uses are legal when they’re not. It’s up to you to verify the zoning online or in person at the local zoning office.

 

Omitting negative factors

 

Sloppy practice inclusive of badly written offers

 

Accepting details from older, previous listings as fact, like incorrect lot sizes or room and gross area dimensions. Original builder representations of square footage can be exaggerated. Buy a decent laser measurement tool and, if possible when listing, get electronic floor plans and the provincial assessment gross floor area.

 

Pushing buyers to make a clean offer when they won’t qualify for an adequate mortgage

 

Selling land for a home or other construction only for the buyer to find out that it’s in a flood plain or on a restricted site

 

Selling contaminated land without disclosure, promising the buyer a specific (and usually inflated) price for their home when the market value wasn’t there, so they can’t close

 

Lack of understanding of the rules and regulations that guide the real estate industry

Your best defense: Documentation

The difference between surviving a lawsuit and being crushed by one often comes down to one critical factor: meticulous record keeping.

Agents must maintain comprehensive documentation of every transaction, including all offers, counteroffers and forms, detailed transaction diaries, email correspondence, text messages, handwritten notes and verbal communication summaries.

Be sure to verify all facts including former MLS listings and verbal representations by your sellers or buyers.

Putting this all together can be challenging and depending on the case can eat up two weeks of an agent’s time. Text message downloading can be a chore. As well, the brokerage has to produce a similar list. Preparation is your shield.

Here’s some practical advice you can implement now:

• Maintain a detailed transaction diary
• Document every conversation and action
• Verify all property and market information
• Be transparent about potential limitations
• Follow legal counsel’s guidance precisely
• Learn the rules, and study your provincial and board guidelines

The emotional and professional toll

Being sued is more than a legal battle—it’s an emotionally draining experience that can paralyze your business. If you end up in a legal case, remember, the lawyers assigned to it are veterans and they will guide and advise you. Follow their direction at all times.

Some cases settle not because the agent did something wrong but because the lawyer felt that they would make a poor witness. Some people simply can’t handle the cross-examination of opposing counsel—I’ve observed agents breaking down and quivering on the stand during that process.

The real estate profession demands more than sales skills—it requires unwavering professionalism, attention to detail and a commitment to ethical practice. Keep these tips in mind to protect your reputation and your business.

As we reflect on 2024’s market, I can’t help but draw parallels to another pivotal moment in Toronto’s real estate history: the dramatic correction of the early 1990s. Back then, Toronto experienced what many considered unthinkable: a six-year decline that saw average home prices plummet by 28 per cent from their 1989 peak. The catalyst? A perfect storm of rising interest rates, recession and overbuilding that burst what was then considered Toronto’s first major housing bubble. 

That correction fundamentally reshaped the market. Properties that had been snapped up for $500,000 in 1989 were selling for $350,000 by 1996. Developers went bankrupt, leaving half-finished condominiums dotting the skyline. The term “negative equity” entered the everyday vocabulary of Toronto homeowners, as thousands found themselves underwater on their mortgages.

But if you look back on that period, the market appeared almost “flat” from about 1991 to 1996 after the steep drop. A similar trend can be observed in the chart above, which shows house prices since interest rate hikes started in 2022.

Where we’re at now

Today’s market might echo some aspects of that tumultuous period, with falling prices brought on by once-rising interest rates, perpetual affordability concerns, an election, changes to capital gains structure and more economic uncertainty, especially around unemployment.

So, it may come as a surprise to you that the market was warming up a bit in November (more sales, NOT higher prices). The reason we’re seeing more people buying houses in the Greater Toronto Area (GTA) is affordability.

Affordability is improving in Canadian real estate, and the GTA is at the forefront. In fact, housing affordability in Toronto has corrected more than any other major city in Canada according to the National Bank’s Q3 Housing Affordability Monitor.

A correction means that mortgage payment costs are decreasing as a percentage of household income. When people can afford to buy houses, they do. This phenomenon gave 2024 a relatively strong market in October and November, but December was slowed. 

The biggest support for the improvement in affordability could also be its greatest risk factor. RBC observed that growing household income significantly helped improve affordability in 2024’s third quarter. The challenge is the few key trends that could slow wage growth in 2025:

1. The unemployment rate is rising
2. The majority of job growth has come from government hiring
3. The likely winner of our election is committed to reducing the number of government employees

So, future improvements to housing affordability may come from a reduction in interest rates or house prices. In a healthy market, Toronto’s housing costs 40-50 per cent of median household income, and I expect it will get back there in time.

GTA 2024: A buyer’s market with caveats

For years, the GTA housing market felt like a relentless bidding ground, with escalating prices and scarce supply fueling a sense of urgency. However, 2024’s home sales reached 67,610—up 2.6 per cent from 65,877 in 2023—while new listings surged by 16.4 per cent to 166,121. On paper, this provided buyers with a clear advantage and more choice than they’d seen in years, hinting at a possible market correction.

Yet beneath the surface, the so-called “buyer’s market” has been far from a bargain. Despite the uptick in listings, the average selling price dipped by less than 1.0 per cent year-over-year, settling at $1,117,600 compared to $1,126,263 in 2023. Detached homes continued to command lofty prices, while condominiums —though subject to more notable price declines—still struggled to attract cost-conscious first-time buyers, many of whom stayed on the sidelines in hopes of greater interest rate relief down the road.

Monthly, there were some significant data points. Sales decreased by 1.8 per cent, while new listings and active listings substantially increased by 20.2 and 48.5 per cent, respectively. The average price saw a slight decrease of 1.6 per cent compared to December 2023, and days on market increased by 12-15 per cent.

The 16.4 per cent jump in new listings might suggest an easing of supply constraints, yet many sellers appeared hesitant to lower asking prices. Although the balanced supply-to-demand ratio theoretically favoured buyers, the minimal price drop signals seller resistance to resetting expectations. The gap between buyer hopes and market realities remained stubbornly wide.

Condominiums: A sector to watch in 2025

Of all the sectors in the GTA real estate market, the condominium sector is the one I’m really keeping my eye on. With more new condominium listings than ever before and record new supply added to the market in 2024, it shows no signs of letting up.

There are a few reasons for this. First, the Bank of Canada’s interest rate hikes made it more expensive for people to buy homes, causing some first-time buyers and investors to choose condominiums as a more affordable option. Second, the construction of new condominiums has been booming, which has added to supply on the market.

Despite the supply increase, condominium prices have not yet fallen as much as expected, probably not because demand remains strong but more because sellers have decided to lose money slowly rather than quickly. What I mean by this is the majority of new condominiums have been considered “cash flow negative” in the current market by Benjamin Tal and Urbanation. Based on my analysis, the majority are also “equity negative.” 

Source: Valery.ca Special Report

So, many sellers have set a floor price—that is, a minimum price they’d accept. If they don’t get that price, they decide to rent the unit out rather than sell it at a loss, allowing them to spread out the burden across monthly mortgage payments rather than absorbing it in one shot. 

Source: Robert Marsiglio, Realtor 

2025 predictions: Hope or more of the same?

Looking ahead, optimism for 2025 hinges on continued interest rate cuts and stable or marginally lower home prices. TRREB President Elechia Barry-Sproule expects improved market conditions over the next year, but the GTA market has a remarkable knack for bouncing back swiftly. Prospective buyers banking on continued softness may find themselves outpaced if the market rebounds.

Meanwhile, structural problems remain—congestion, supply constraints and stubbornly high prices. TRREB’s chief market analyst, Jason Mercer, emphasized that government policy reforms must address these core issues. Otherwise, the GTA’s real estate rollercoaster will continue with fleeting windows of affordability that close as quickly as they appear.

Far from a buyer’s utopia, 2024 felt more like an intermission. Yes, deals were occasionally on the table, but “affordable” remained a moving target—especially for those entering the market for the first time. The question persists: as we edge into 2025, will this pause evolve into genuine relief, or is it merely the calm before the next wave of price hikes? Only time—and possibly more interest rate adjustments—will tell.

The fact that you are reading this article on a website that generates revenue from content like this is not lost on me. It’s also ironic that this piece is not in video format and that I chose the written word versus video to make my point.

The history of the real estate blog

To understand where things are headed, let’s first look at the rise of the traditional blog in the real estate landscape.

Blogging in the real estate vertical began to take shape in the early 2000s, with sites like Blogger and WordPress gaining popularity. Agents would post content about the ever-changing real estate market, tips for buyers and sellers and other real estate-related content.

Real estate 2.0 became part of the landscape with ActiveRain, which played a huge role in the evolution of blogging. By 2006, agents could post content on this platform, comment on others’ posts and network with their colleagues.

By the 2010s, real estate-specific websites were popping up everywhere, and a significant part of their value proposition was the ability to blog directly from their sites. Blogging was increasingly used as part of a broader marketing strategy, including SEO, social media and email marketing.

Many agents are still blogging today and have a dedicated readership. However, others who are just entering the game are mistakenly thinking that AI will help them grow faster and farther in less time. What I will say is, don’t do that. But that’s an article for another day.

What does the current landscape look like?

Today, there’s an overabundance of written blogs, and we’ve reached a saturation point on nearly every conceivable topic. The volume of content being produced today makes it increasingly difficult to get your blog to stand out. This means those still embracing traditional blogging today will struggle to reach a meaningful audience.

By the mid-2010s, a major shift occurred toward video marketing, especially on YouTube. At the time, it was the only platform that hosted video-only content and some agents, including yours truly, took advantage of that opportunity.

As video content grew across the internet, so did viewership. Social platforms started building out for video at a much faster pace than ever before. Today, we have multiple platforms that host video, such as Facebook, Instagram, TikTok and Snapchat, to name a few.

Social media platforms have completely refined their algorithms to prioritize video, carousels and native posts over written content that includes external links. Content creators are being forced to adapt their content to fit the native styles of these platforms, which has eroded the prominence of the standalone blog.

More and more Realtors are embracing short- and long-form video content creation, recognizing the importance of brand and messaging. Consumers will do business with people, not companies. So, to stand out, today’s agents are creating content that builds trust and likeability.

Where do we go from here?

The term “blogging” needs to be reframed. Your Instagram Reel is a blog. Your YouTube Short is a blog. Your TikTok video is a blog. Long-form video on YouTube is a blog.

Consumer attention spans continue to shrink, and platforms like Instagram Reels, TikTok, YouTube Shorts and other short-form content channels have become sources of not only entertainment but also information.

These platforms deliver bite-sized content that’s easy to digest and share with friends and acquaintances. They’re pushing traditional written blogs, which require sustained attention, to the periphery of how viewers consume content.

Ultimately, blogging in its written form is being overtaken by short-form video content because it no longer aligns with evolving consumer habits. Reading a 1,000-word blog on a smartphone is nowhere near as entertaining as consuming a snackable post on a platform optimized for mobile consumption.

Here’s what I’d do

If I were to start my career over in 2025, I would be going all-in on two platforms that focus heavily on video-based content: YouTube and Instagram.

I would create long-form content for YouTube, supplemented by shorts, and I would build out a database of Reels with a strategy around Stories and posts to continually engage my potential clients and customers.

The second phase of that strategy would be to achieve expert-level proficiency in connecting with your ideal client profile (ICP) through chat functionality on Instagram.

It seems I’ve been saying this for over a decade—video isn’t the future; it’s the here and now. Embrace it with a strategy and watch your brand surpass those of your competitors who aren’t posting with purpose and consistency.

In British Columbia, we wrapped up October with one of the oddest provincial elections in recent memory, only to immediately turn our gaze cross-border to an even stranger spectacle.

Here in the land of socialized medicine and progressive poutineries, the rhetoric of United States President-elect Donald Trump can often seem like nationalist propaganda, a badly written sitcom or just straight-up unhinged boasting. But love him or hate him, Trump is soon to be the 47th president of the U.S.

Blanket tariff impacts & a tough housing landscape

The national media narrative since the U.S. election has been dominated by Trumpian threats of a blanket 25 per cent tariff on all goods from Canada and Mexico. This spells immediate trouble for B.C. forestry products, Ontario-made cars and longstanding commodities of concern such as aluminum and supply-managed dairy. But those products are in for a rough ride regardless, with renewed negotiations on the horizon for the North American Free Trade Agreement (NAFTA) or, as it’s referred to on this side of the border, the Canada-United States-Mexico Agreement (CUSMA).

On the housing front, we share supply shortages, upwardly creeping home prices and overall challenging market conditions with much of the continental U.S. Meanwhile, aggressive housing policies paired with economic uncertainty have stalled the number of new builds in both regions, which does little to relieve market conditions.

Canadian challenges: Already great without tariff threats

There are, however, significant differences in our respective national per-capita GDP stats and household incomes. Canada has fallen significantly behind the U.S. on both fronts over the past decade.

Not only are we producing less on a per-person basis, but we’re also now earning less than U.S. averages. In the notably expensive housing market of San Francisco, for example, the median salary is $104,400 USD—significantly higher than the Vancouver and Toronto averages of $64,250 CAD and $62,050 CAD, respectively.

These realities combine to make life particularly challenging in Canada’s largest metropolitan regions as the regional populations grapple with the super-high cost of living expenses in addition to housing. 

In short, our domestic housing landscape is already messy, and that’s without any Trump-imposed tariff threats. Alberta has wasted no time in loudly pushing against federal energy caps that don’t align with the Trumpian “open for business” energy-sector agenda. Our beleaguered Prime Minister’s late-November Mar-a-Lago dinner meeting with Trump has resulted in our federal government scrambling to further secure our borders, even as anti-Liberals across the country raise their hands in support of becoming a 51st state. 

Further fallout to our GDP likely to come

With Canada already navigating a growth-challenged landscape, the already uncertain economic recovery in 2025 is further challenged by Trump’s trade tactics. As trade negotiations related to NAFTA/CUSMA get underway, the U.S. tactics of intimidation, and outright demands for Canada and Mexico to assume a subservient position within the structured agreement, are likely to cause further fallout to our national GDP.

Amid this uncertainty, our dollar is slumping against U.S. currency (as are most other Western currencies), and the Bank of Canada continues to implement rate cuts in an effort to spur economic growth. 

Trade war will hurt the housing market and building conditions

The larger challenge amid Trump-led tariff sabre-rattling and a potential global trade war will be the cost of building supplies and imports. It’s important to note that Canada is the largest trading partner of the U.S., and a trade war, aside from political puffery and bluster, is beneficial to neither economy. But should reciprocal tariffs be put into place for any prolonged timeline, the cost of goods on both sides of the border would escalate.

This would further challenge homebuilder profitability, and these costs would inevitably be passed on to the buyer, which makes for a complicated end result of softening market conditions paired with challenged building conditions. Ultimately, this is likely to further stagnate new builds. 

Optimistically, Canada could negotiate past the threats of the Trump administration. NAFTA was conceived as a three-way trade union to be of reciprocal benefit to the participant countries. Trump, however, is fond of positioning Mexico and Canada as taking unfair advantage of the U.S. economy.

This will be a tricky hill to climb for federal negotiators. There’s what the statistics and data demonstrate, and then there’s podium bluster. Hopefully, time, patience and diplomacy can once more find a workable solution to preserve the successful NAFTA alliance. 

Please note that it’s BCREA policy to not respond to comments on any of its online articles.