The home in Owen Sound will be flipped and sold, with profits going to local charities, source: flippedgreybruce.ca/

You never know when inspiration will strike. Mike Seiler was watching a home renovation show while he and his wife were on holiday when had an idea. With the size of his brokerage, his realtor base and his ties to the community, he wondered: why couldn’t a home be flipped and the proceeds donated to local charities?

Indeed, why not? An energetic, excited Seiler, broker/owner of Century 21 In-Studio Realty Inc. in Owen Sound, Ont., got to work. The realtor, who has about a decade of personal home-flipping experience, spoke to a few colleagues. They loved the idea. Flipping is not new, but involving the community and charities makes this a fresh idea, Seiler says. “I’m notorious for coming up with ideas.”

Building a plan to give back

He created a business plan, putting his vision on paper. In a nutshell, the plan calls for a house to be purchased (done); renovated with the help of contractors using donated supplies and services in return for advertising/publicity; and cash from the sale to be donated to local charities.

The project relies on getting as much for free as possible—someone donating a product and someone giving their services to install it—in order to make as much for the charities as possible, Seiler says.

His goal is to sell the renovated home for “north of $800,000” with a couple of hundred thousand dollars or more going to the charities.

He and some agents in his office came up with the funds and purchased the house for cash (for an undisclosed amount).

Picking the right house 

He says the home is an ideal candidate for flipping. It has a “septic that is sized right, a new roof and it’s on a lot that’s over a half acre with mature trees. It’s on Highway 6, a main artery, but is set back from the road.”

The brick bungalow, built around 1978-‘80s, has been home to the second owners for about the last 40 years and shows pride of ownership, Seiler says. However, the renovation will transform its interior.

Community collaboration

Contractors and suppliers are trading skills/labour/products for advertising that includes being featured in a mini-series on Century 21’s YouTube page, as well as on social media.

Seiler hired two full-time videographers with the hopes that their work will go viral. He says the mini-series will let viewers live vicariously through every contractor and will also include fun time-lapse videos. “If we reach a million viewers, they’re happy and we’re happy.”

Instead of commercials for unrelated products/services, Seiler’s crew will create community spots for those involved with the project to offer them even more value. “We want to shine a light on our contractors and realtors.”

Local planners are on board and a new permit system that makes it easy to pull permits and ensure projects are done the right way will be highlighted, Seiler says. “The show will depict local planners as the superheroes they are.”

The seller is also excited to be involved and will provide some back story about the house in documentary-style interviews, he says. “The (former) homeowner is fuelled up to be part of the project.”

The show goes on 

Filming began in early January, with good buy-in from Seiler’s brokerage.  “We have north of 40 Realtors and the majority are on board,” he says. (Some bowed out because they are camera shy or were unsure about the type of exposure the show would bring.)

Seiler says it’s important that the project be respectful of everyone involved. “We have zero tolerance for naysayers or those who talk trash on social media.”

The eight-episode video series will be “a mash-up of fun,” with content suited to all ages. It will show homeowners, a target audience that will appreciate knowing how they can get the most from the sale of their house, and how Seiler and his team can help.

Adding value beyond the flip

“We’re not buying houses,” he says. Instead, “We can help you execute a project like this and make the most money.” 

The YouTube show will premiere on March 14. Episode 1 will include an introduction to the property. Items that can be recycled/reused (the goal is not to just fill a bin, but to find other uses for unneeded items taken out of the house) will be sold at a garage sale at the property on Friday (May 16) of the Victoria Day weekend.

On Saturday, items donated for staging will be sold during an auction run by Easter Seals, Century 21’s long-time charity of choice. Seiler says this event is expected to bring in $20,000 to $50,000.

“We are hoping that we’ll have a firm sale before the auction is over in case the purchaser wants to bid on certain items. We want a clean cash offer, a 30-60 day close and (the buyer to come) with deposit in hand.”

A community effort to spread the word

The five-month project’s benefiting charities will be announced halfway through the season.

In the meantime, Seiler is encouraging all of his realtors to reach out for publicity about the collaborative project led by the community brokerage. Broker Tim Matthews pitched this story, Seiler says. “Tim is a high performer and a friend.”

For more information about the house, events, sale and tickets, visit the project’s website.

Canada and Australia have much in common. So you could be forgiven for thinking that their respective real estate industries do too. On the whole, though, you’d be wrong. 

Okay yes, both nations could be described as heavily regulated ‘nanny states’ where the real estate sector is concerned. 

Both require real estate agents to be licensed.

Both contain some of the world’s most unaffordable cities. 

And current market conditions in the two countries are comparable, with housing supply shortages and affordability issues; various foreign buyer restrictions; tenancy reforms; and escalating purchasing and carrying costs factoring into an investor exodus in certain areas. 

But the similarities drop off from there. 

No MLS? No buyer agents?

For starters, real estate agents are rarely referred to as Realtors; it’s uncommon to hear that word Down Under. 

And in Oz there is no standardized MLS platform, notes Charles Tarbey, chairman of Century 21 Australia, based in Sydney, the country’s priciest housing market.

While agents are hired by sellers, it’s unusual for buyers to have one. If they choose to do so, it’s at their own cost, since as a rule the commission only goes to the selling agent. “The selling agent takes a listing, generally exclusively, and controls the process in-house,” including managing the pool of potential buyers, says Tarbey     

Salaried agents and minimum income

Commissions vary widely, with 2 per cent being average, according to Tarbey. But here’s the thing—agents in Australia may be salaried, especially those who are new to the business. A minimum threshold income (reported to range from about $45,000 to $60,000) needs to be met before agents can go to a commission-only model.

While this can launch office overheads into the stratosphere, Tarbey affirms that it gives agents “the opportunity to start full time in real estate and be paid accordingly, both in salary and commission bonus potential.”

Good on ya, as the Aussies say. 

On the downside, with agents in these situations essentially being full-time employees, labour laws in Australia make it harder to remove non-performers, Tarbey adds. 

Australia’s unique sales methods

Here’s another unique Aussie curveball—real estate sales methods vary, with auctions being among the more widespread.  “Melbourne has a strong auction culture, for example,” notes Tarbey. 

Misrepresentations around price can be an issue, but a reliable auction company will insist on transparency. 

“Typically the auction is held around four weeks after the property is first listed online, with an indicative price range provided. During this time, there are open inspections and private viewings can also be arranged. To bid at auction, buyers must have their deposit ready and their settlement terms confirmed with the agent and the seller,” explains Melbourne-based sales rep and auctioneer Melissa Baile, who’s with premium property brokerage Marshall White.

Buyers see the bidding process in real time. Stresses Baile: “Importantly, auction sales are unconditional, meaning there is no cooling off period either three business days before or after the auction.”

Another common sales technique is inviting buyers to inspect a property and submit their best offer by a set deadline. The seller will then decide how to proceed. This method is dubbed “expressions of interest,” Baile notes.

“While the variety of sales methods gives sellers the flexibility to choose the most appropriate strategy for their property, it can sometimes create confusion for buyers, as there isn’t a single standardized process for navigating the purchasing journey,” she observes. “There is room for improvement in streamlining the various sales methods, particularly in terms of clarity for first-time buyers.”

Misrepresentation and underquoting in property listings

Another issue in the industry is under quoting, where properties are listed below their expected market value in order to attract competing bids, Baile adds. This type of ‘bait’ advertising isn’t uncommon in various Canadian markets, but it’s seriously frowned on in Oz. The practice continues to be actively investigated by the federal consumer protection agency, “imposing fines and penalties on agents found guilty,” says Baile.

Money laundering is also reported to have long been an issue in the industry, and new legislation is addressing that.

Taxation, debt levies, and the investor exodus

Baile believes that the most significant challenges affecting consumer confidence include elevated interest rates and changes in government taxation. Hardest hit reportedly are Melbourne and the rest of the state of Victoria, where owners of investment properties are slapped with a post-pandemic debt levy intended to help the government recover pandemic-related costs. 

Along with this, “investors are facing multiple challenges, including increased land taxes, rising council rates, higher compliance costs,” as well as spiralling maintenance fees (called body corporate rates there) and tax on home purchases, Baile continues. “As a result, many investors are choosing to exit the market, which has created opportunities for new entrants,” who see this as a prime time to buy.

She adds, “There may be advantages in securing properties at more favourable prices. However, this trend has also contributed to a surge in demand for rental properties, as fewer properties are being added to the market, driving rental prices up and increasing competition for available rental stock.”

Homebuyers leaving big cities

Rising numbers of homebuyers choosing to move away from big cities is another notable trend.

Like much of the globe, Australia is battling shifting cross currents. Shane Oliver, one of Australia’s chief economists, recently went so far as to note that with America’s second Trump presidency, a global trade war with huge stakes for Australian homeowners could be imminent.

Despite concerns, Joel Davoren, managing director of Re/Max Australia, has confidence in the Australian system. “It’s incredibly competitive. It is not a part-time industry,” he maintains. “We are professionalized and advanced. A lot of tech innovation is launched from the Australian market…Typically our real estate businesses also operate property management departments. This adds significant resourcing pressure but is also a fantastic revenue wealth opportunity.”
Fingers crossed that the Aussie catchphrase ‘no worries’ prevails. 

The Cambridge Memorial Hospital Foundation (the Foundation) announced that Faisal Susiwala and his team at Re/Max Twin City Faisal Susiwala Realty will be the CaringLEAD Sponsor for CMHReveal, Cambridge’s largest healthcare fundraising gala, for the next three years.

This partnership, beginning with the 2025 CMHReveal event on February 21 at Tapestry Hall, will play a key role in boosting support for the Foundation and raising funds for essential equipment for Cambridge Memorial Hospital (CMH).

“We are grateful to Re/Max Twin City Faisal Susiwala Realty for stepping up as our CaringLEAD sponsor. His commitment to healthcare and the community is truly inspiring,” said Lisa Short, executive director of the Foundation, in a press release.

“We are also very appreciative to all our sponsors and those who often step forward during this annual event to raise the funds needed to bring new equipment to CMH. Since 2020, CMHReveal has become an annual celebration of local generosity to healthcare,” added Short.

Commitment to the community

Susiwala has been serving the Waterloo Region since 1988. A long-time supporter of CMH, Susiwala made a donation in 2017 to the hospital, representing a dollar for every resident of Cambridge in honour of the Susiwala family. As CaringLEAD of CMHReveal, Susiwala’s ongoing commitment reflects his dedication to supporting local healthcare.

“Recently I had the chance to tour our new hospital. I was amazed at the technology that will equip our doctors and staff to provide exceptional care for their patients,” noted Susiwala. “We hope this sponsorship might inspire others to do what they can to support CMH and fund this new mammography for our community.”

The CMHReveal event

This year, CMHReveal aims to improve women’s health in the community by raising funds for a new mammography machine that will help to reduce wait times and enable quicker follow-up treatments. The gala will feature a celebratory evening and Fiesta Mexicana theme with music, food and an auction.

Since its inception in 2020, the CMHReveal gala has raised over $1 million to support the hospital’s equipment needs. Last year, the gala raised $506,000.

To mark 35 years of Real Estate Magazine, we’re sharing articles from past issues. This article appeared in issue #004 in April 1994. It was written by REM’s Founding Editor, Jim Adair.

Re/Max Ontario–Atlantic Canada, led by owners Frank Polzler and Walter Schneider, is taking the Re/Max franchise concept to Europe. In November, the Canadian firm bought master franchise rights for 24 European countries plus Israel. “It’s a consumer market of 390 million people, stacked in an area the size of the northeastern United States, Canada, and Quebec,” says Polzler.

The co-owners are currently marketing regional franchises in 16 Western European countries. They plan to begin marketing the Eastern Block regions in 1998, although Polzler says two groups of investors are already expressing interest in Poland. He says deals are almost complete for regional franchises in Israel, Austria, France, Germany, Greece, and Spain.

The cost of purchasing the master franchise from Re/Max International, based in Denver, was not disclosed. Re/Max International’s chairman of the board, Dave Liniger, told the media that so far it has cost “a couple hundred thousand dollars,” mostly in legal fees, to set up shop in Europe.

Polzler says the price of buying rights for each region is based on the population of that region. Some regions form entire countries, such as Finland, Holland, and Ireland. Other countries with larger populations are divided into several regions (France, for example, has three). “It will take substantial investment to make this thing work,” says Polzler. He says it could cost up to $10 million in total “by the time we are up and running.”

Re/Max is not the first North American real estate franchise to make a move to Europe—Century 21 and Realty World have established European offices. However, the Re/Max Ontario–Atlantic Canada plan is the most ambitious and aggressive expansion attempt.

“It’s exciting, but it is a little scary because of the size of the project,” says Polzler. “I just turned 60, and I feel it will take the next four or five of my working years to get this thing rolling. Synergism in franchising is a very important thing, and if you can’t get rolling relatively quickly the engine will stall, and it will be tough to get going again.”

Polzler will take a hands-on role in the expansion, dividing his time between his Mississauga, Ont. offices and the new European headquarters near Zurich, Switzerland. Re/Max Ontario–Atlantic Canada already has a lot on its plate, controlling sales territory in Ontario, the Maritime provinces, and nine U.S. states (Minnesota, Wisconsin, Indiana, and several in New England).

Altogether, the company has 450 offices and about 6,700 sales reps, making it Re/Max International’s largest sub-franchisor even without Europe. Polzler, who is originally from Austria, says selling real estate in Europe is much different than it is in North America. “About 70 percent of all real estate trades in central Europe are private,” he says.

“From our point of view, the real estate industry there is very backward. There are few real estate organizations and few large brokers. There are no real estate boards. The brokers have some listing exchange information, but the industry itself is not well organized.” He says there’s also a strong mistrust of real estate people, who “have not provided service and integrity.” To combat the negative perception, Re/Max plans to combine a strong code of ethics with heavy marketing programs to educate the public about the advantages of using an agent.

Other key North American concepts to be introduced include training and ongoing educational programs for agents and brokers, a regionalized computer listing system, and management information systems. “We don’t want to ‘North Americanize’ the European marketplace. We want to leave some of the local practices in place but modernize them.”

Major changes to the European community’s economic structure are prompting much more relocation and are opening the door to entrepreneurs, Polzler says. He’s using his experience in Canada as a guide to planning European expansion. He says 20 years ago, about 60 percent of the Quebec real estate market consisted of private sales. Now, he says, that’s dropped to about 25 percent. He also says marketing is critical. “In 1990, Re/Max had a market share in Greater Metropolitan Toronto of about 24 percent, and now we have a share of 32.9 percent. We attribute that to the productivity and quality of our salespeople and our ongoing promotion machine. Everyone pretty well stopped advertising during the recession. We continued our promotion and convinced the public that Re/Max is the premier real estate company.”

Polzler says Re/Max agents across the country are three times more productive than other agents. An average Re/Max agent has about 22 transactions per year, compared to the national average of seven or eight, he says.

He says another reason to expand to Europe now is because the North American marketplace is shrinking. “I think the number of transactions will shrink—just like people are keeping their cars longer, they will also keep their houses longer. The number of deals will shrink, and the number of people chasing this pie will also shrink. Thousands of people have left the industry in the last three or four years, and this will continue. Only the most productive people, using the latest technology in their operation, will succeed in the long term.

“People who can’t cut it will either become assistants to good agents, or will leave the industry. The era of the super-agent is here. Anyone who can’t do at least $70,000 to $100,000 a year will not be around in real estate in the next five or six years.”

The European headquarters in Switzerland will open April 1. Polzler hopes some regional operations will open for business in September or October.

To mark 35 years of Real Estate Magazine, we’re sharing articles from past issues. This article appeared in issue #91 in January 1997 and was written by Kathy Bevan and Susan Doran.

How will real estate fare this year? What changes are in store for the industry itself? REM’s Kathy Bevan and Susan Doran asked real estate experts across the country for their predictions.

Tom Bosley

President, Canadian Real Estate Association
Toronto

“I think 1997 should generally be the same or slightly better than 1996, and 1996 was a pretty good year. We’re still seeing markets that are not as much interest-rate driven as consumer confidence-driven, but we have too many strengths going for us right now to have anything but a good market. Volume should be up by about three per cent; prices may go up by about two to three per cent in some parts of the country. We’re going to see a shortage of good product create a bit of a vacuum in some parts of the country as well.

“Technology will still have the greatest impact on our industry this year. The number of salespeople leaving the industry will stabilize, and we’ll see younger ones starting to take over a greater share of the market. One good reason for that will be their better understanding of technology and how it can help them do business better. This has never been an easy industry in which to make money, and that won’t change even with better markets, so salespeople need to use all the tools available to them.

“We’re seeing a number of provinces now with self- or co-regulation, and that should include Ontario within a year. That has moved our industry toward stronger educational requirements for Realtors. That’s good for everyone because it means stronger professional standards for our industry.”

Don Lawby

President, Century 21 Canada
Vancouver

“In markets across Canada, we’re expecting a good spring and a strong fall because of the economic conditions and current interest rates. We’re going to see a continued recovery in eastern Canada, particularly Ontario, with four to six percent price increases. Quebec should see a fairly good market this year too, but no price increases. Most other areas should see pretty stable prices. Atlantic Canada, Manitoba, Alberta, and Saskatchewan we see performing fairly much as they did last year. The lower mainland area of B.C. will be a trouble spot because the prices continue to be too high for the houses on the market here. We’re also experiencing some political uncertainty provincially, which is being reflected in a lack of consumer confidence.

“The issue that will have the most impact on our industry this year will be the increasing competition between real estate companies. We will continue to see organizations move to more recognized national names. The real estate business has been through some tough times, and it will continue to be a tough business to be in. Brokerages will see more pressure to run financially sound operations, while salespeople continue to press for the best deal they can get. We’ll see continued movement by some companies, ourselves included, toward the one-stop shopping approach to serving consumers—making transactions as convenient as possible for everyone concerned. The impact from this movement won’t be immediate, but it will be felt over time.”

Tom Clark

Vice-President & COO, HomeLife Realty Services
Toronto

“We’re expecting more of the same in 1997—a good market overall. The emergence of first-time buyers should continue, with stable interest rates and good affordability. Alongside that, we expect to see that a significant number of former first-time buyers will be moving into their second homes this year. That should have a very positive ripple effect on the market.

“I don’t think there will be a significant influx of new salespeople entering our business, although a number who have been outside the industry for a while may re-enter this year. I think the industry as a whole will still see some shrinkage this year. There will also be a lot of talking behind the scenes between real estate companies regarding mergers and consolidations.

“The factor that continues to have the greatest impact on our industry is computerization—Internet, Intranet, email and so on. All of these communication tools will result in some innovative ways of marketing. Notwithstanding all of this technology, however, brokerages will still have to provide a very professional level of service to consumers—that’s the real bottom line. We need to continue to educate the public about the benefits of home ownership, and the services we have to offer.”

Gilles Lauzon

President, Countrywide Realty Quebec
Gatineau, Quebec

“I expect residential real estate will be good next year, but with only a small increase, if any. This year (1996) was better than 1995; it would be impossible to be worse, and 1997 should be the same or better than 1996.

“In the residential market in this area, homes under $100,000 are selling very well. The market segment of $100,000 to $150,000 is good, but not great. Over that, it’s tougher. Homes priced over $200,000 are only about six or seven percent of the market. The average house price in the area is about $88,000.

“The commercial market is a longer story. Prices are very low. But in this region, things are growing fast because of the many big chains that are opening up in Gatineau—Price Club, Walmart, Canadian Tire, Winners, Zellers. Over two million square feet of commercial space has opened up in the past 18 months. But for small companies, business is not so good—there is too much competition from the big guys. So the prices of small commercial buildings are going down.

“The presence of the federal government in nearby Ottawa where there’s been lots of job cutting will not have a positive effect on the market here—although the government already has cut what it’s going to cut, I think. But on the other hand we have all the new commercial development in the area, so the market will be stable next year.”

Colum Bastable

President and CEO, Royal LePage Real Estate
Toronto

“The continuing low interest rates are obviously good for residential markets across the country, and they seem to be giving everyone a boost in confidence. We’re expecting these low rates to continue at least into mid-1997.

“…we should see a good year. We should also see some price increases.

“With the continuing low interest rates, and given the support that we’ve seen for housing in the new federal budget, we have strong supporting demand, so prices could edge up one or two percent in parts of the country. In Ontario, the markets are recovering from the recession; prices are not yet at their peak but continue to rise in certain pockets like Toronto. For the West, we’re looking at a mixed bag. Vancouver remains active but affordability remains an issue, which has led to some softening of the market.

“There are also some consolidations taking place in the U.S., and HFS is shifting its focus away from real estate toward the hospitality industry. These moves may bring new ideas and partnerships into Canada, helping with marketing or business efficiencies. But ultimately, consumers are the ones who will benefit most from competition and innovation as the markets continue to evolve.”

Harold Waddell

President and CEO, Realty World Canada
Burnaby, B.C.

“Our brokers and sales associates are predicting this will be a good year across the board for real estate in Canada. We don’t expect much of an increase in prices across the country, with a few exceptions—perhaps one to two percent, perhaps three percent in certain areas.

“In B.C., we’re predicting tremendous growth, good growth in Alberta, Saskatchewan and Manitoba and a resurgence in Ontario. What we should see everywhere are good, steady markets, which overall are a lot healthier than the wild rides we’ve seen in the past.

“I think we’ll continue to see a great impact from first-time buyers, and baby boomers paying off debts. We’ll need a lot of new product to meet increasing demand. I suspect we’ll continue to see some shrinkage in the numbers of salespeople working in our industry, and that will continue over the next five years or so.

“Technology will continue to have an impact on how our industry performs. The Internet is just coming into its own with salespeople and brokers, and we’ll all have to keep on the cutting edge to take advantage of everything technology has to offer.”

John Bearden

President, Coldwell Banker Affiliates of Canada
Toronto

“The revival in the market is going to continue in a strong way this year. Affordability is the best we’ve seen in a long time, and there’s a strengthening happening in consumer spending that I predict could be some eight percent higher than spending last year. Prices should move up about two and a half percent, and mortgage rates might move downward another quarter to half a point over the year. We’re going to continue to see a real strength in first-time homebuyers, and I think that could lead to an exceptionally strong move-up market as well, and those two segments will be the primary impetus for our markets this year.

“There are three factors I believe will impact our industry in 1997: technology, ongoing consolidation at all levels within the industry; and the choices salespeople themselves will be making. Technology’s importance is really how it is integrated into the service we’re providing to our customers. Over the next two years, salespeople are going to be increasingly inclined to access the Internet and use technology (such as laptops) right in the face of their customers.

“Consolidation of real estate firms, and salespeople within those firms, will be a strong factor in how our industry performs this year. Brokers looking for ways to increase their margins will continue to consolidate, merge, and acquire. The top 10 to 15 percent of salespeople will capture a larger share of transactions than ever before. Salespeople will also be taking a hard look at the services their brokers provide and the costs they incur. They will be seeking to better themselves through concise, contemporary learning opportunities to get every edge they can.”

Bob Cherot Jr.

President and CEO, Re/Max of Western Canada
Kelowna, B.C.

“We’re expecting a good year in ’97, with markets in Saskatchewan, Alberta, and Manitoba leading the pack. B.C. should have a more normal market than last year—a good market, without extremes.

“Alberta should really be our shining star, especially in terms of sales. Markets there are being led by Calgary, where CP’s new corporate headquarters and thriving oil and gas companies are having a positive effect. In Winnipeg, condo developments are really taking off. There and in Saskatchewan, people are taking a second look at where their dollars go when they’re about to retire. They’re thinking about downsizing, rather than moving away, and taking winter holidays in the sunny south when it’s too cold up here.

“As for impact on our industry this year, in a word: technology. It seems whenever you get close to the turn of a century, something major changes. For us, that change is technology. We’ve got teenagers surfing the Internet. They’ll be out in the workplace soon and leading change. If real estate salespeople and brokers don’t keep themselves abreast of these developments, we’re all in trouble. This doesn’t just mean knowing how to use the tools but understanding how to leverage them effectively to serve clients better.”

To mark 35 years of Real Estate Magazine, we’re sharing articles from past issues. This article appeared in REM’s 100th Issue in October 1997 and was written by Kathy Bevan and Susan Doran.

To be a Realtor 20 years ago, you needed a pen, a calculator, a sturdy briefcase, a set of wheels to transport you and your clients to listings, and lots of quarters for pay phones along the way.

Today’s Realtor still needs that trustworthy pen, that calculator, that set of wheels. But now Realtors also need modems, cellular phones, fax machines, and likely carry two briefcases—one for paperwork, the other for a laptop computer.

As Realtors have evolved, so have their demands upon organized real estate. How those demands are being addressed has led to an industry-wide re-examination of organized real estate.

Two years ago, CREA was singled out for blistering attacks by several boards, which sent it scrambling to justify its annual fees. But the underlying problem was much broader and more evident at the grassroots level of organized real estate. Boards themselves were coming under the increasingly critical scrutiny of their own members, and their structures and fees were under assault as well.

Real estate companies began questioning overlapping jurisdictions, duplication of services, multiple board dues, and what they saw as the undue haste with which costly new technology was being introduced at the board level. Everywhere, it seemed, dues-paying members were asking, “Just what am I getting for my money anyway?”

“The dissatisfaction people began voicing shouldn’t really have caught organized real estate by surprise, because it had been occurring in all facets of life,” says Al Demings, executive officer at the Halifax-Dartmouth Real Estate Board (HDREB). “People everywhere were questioning the value they were getting for their money. Consumers moved over to discount stores looking for better value, but they’ve come back to local stores for better service.”

What service does organized real estate provide to keep its members coming back?

The most obvious answer is the MLS system.

“Canada has the most successful MLS system in the world,” says Jim McKeown, associate broker at Coldwell Banker Rhodes and Company in Ottawa. “What surprises me is how quickly we’ve forgotten what MLS has done for all of us. If there’s anything wrong with organized real estate right now, it’s that it hasn’t sold its members on the value of MLS and the other services it provides.”

Some Realtors may not be aware, or interested, in the inherent value of the MLS system, but the boards that provide MLS data to their members know its worth all too well. Many boards have been reluctant to share their data with neighbouring jurisdictions, for fear they’ll lose control of their most valuable asset.

“There is a problem with territoriality—so many boards see MLS as such an important part of what they’re all about, that they can’t envision a world where they aren’t fully in control of their own MLS service,” says Demings. While Demings admits his board would be greatly downsized if it didn’t have MLS responsibilities, he believes HDREB is much more than just an MLS provider. “We’re here to ensure the highest professional standards are maintained, that there is cooperation and good networking opportunities, and that consumers get the best quality service,” he says.

The Halifax-Dartmouth board, while recognized as being one of the most successfully progressive boards in the country, has had its share of criticism, largely due to its emphasis on being a “cutting edge” organization.

When the board brought in a new Compass online system two years ago, it belatedly discovered the modems most of its members were using weren’t very compatible. Board staff spent two months running around the city, re-setting office modems. When HDREB was one of the first boards to switch to electronic lockboxes, it ran into unexpected difficulties again. The initial keypads had a fault, and by the time the error was identified, HDREB members were in an ugly mood. The board redeemed itself somewhat by giving all the lockbox owners an unconditional guarantee: if it malfunctions, it would be replaced at no cost to the Realtor.

The Toronto Real Estate Board (TREB) didn’t have the same perseverance, and unlike HDREB, did not make its new electronic lockbox system mandatory. After a testy initiation period where few Realtors signed on for the new system, TREB chose to mothball the lockbox collection.

The lesson for both boards: being on the cutting edge can sometimes be injurious to your health. TREB has since decided it can’t afford to experiment with new technology—it’s trying to go with “tried and true” from now on.

Concerns about cost-cutting have brought some small boards into data-sharing agreements with large boards; fears of membership erosion and resulting increased fees have kept other small boards away.

MLS data sharing

Boards in outlying areas are also concerned about “big city poachers” coming out to sell their listings and undercut their members’ ability to earn a living.

“Our people don’t want ‘weekend Realtors’ heading up from Toronto to try to sell properties where they don’t understand issues like septic tank systems and shore access,” says Chris Hundley, president of the Muskoka Real Estate Board, north of Toronto. “We’d rather keep our MLS system a closed one than open ourselves up to that kind of problem.”

Al Demings of HDREB has heard similar arguments, but he doesn’t think they pose a long-term threat. “You might find a Halifax Realtor making that two- to three-hour drive to try to sell a property in an area he doesn’t know, but you won’t find him doing it twice. It’s not worth the time, or the risk of dealing in unfamiliar properties.”

In provinces with small numbers of Realtors, organized real estate is also being pressured to move toward regional MLS systems.

“We only have about 1,400 Realtors in Nova Scotia, so it would be very practical for us to have just one MLS system,” says Sandy Rutledge, broker/owner of independent Domus Realty. “In outlying areas where there isn’t a good local MLS system, people just don’t join. That’s something a regional MLS system would help solve.”

In Manitoba, with only four real estate boards, discussions have been underway for several years about forming a single MLS system to serve the entire province. All four boards entered into an interboard listing agreement in 1987, but have yet to take the final steps toward a regional system.

“A single MLS system is definitely doable here—the question would be: would the smaller boards survive?” asks Winnipeg Real Estate Board’s executive director, Gary Simonsen.

“A regional MLS system has been part of our strategic planning discussions since 1993,” says Brian Collie, executive officer of the Manitoba Real Estate Association. “But we have to come up with a plan everyone can live with.”

In B.C., northern boards such as the Cariboo Real Estate Association (CAREA) keep in touch with their southern counterparts through data-sharing agreements that, in effect, give Realtors in that province the equivalent of a regionalized MLS system.

“Between the VanDat system and our other software hookup, Wave, Realtors in almost all of B.C.’s 13 boards can do search listings right across this province,” says CAREA executive officer Dorothy Friesen.

The London and St. Thomas Real Estate Board (LSTREB), formed by a merger back in the 1950s, has signed agreements with 10 surrounding boards to share MLS data.

“The trend is toward MLS ‘pods’ being formed, where central organizations such as ours become the data supplier to outlying areas,” says Betty Doré, executive officer at LSTREB. “And the Internet, once it gets fast enough, will provide the way to link us all together, right across Canada and North America.”

Fear of the Net

Not all boards are looking forward to using the Internet’s future potential. The fear still lurks that the Internet will somehow swallow up the MLS system whole if it is allowed increased access. Recent announcements that Microsoft intends to offer consumers a new Internet real estate service and that AOL has joined forces with RealSelect to set up their own Internet home listing service have just added to those worries.

“There are definitely concerns about how much longer organized real estate can keep a stranglehold on MLS information,” says Sandy Rutledge, broker/owner of Nova Scotia independent firm Domus Realty. “But saying the industry won’t share its MLS is a bit like Bell Telephone saying it won’t share its phone lines with resellers. It can’t remain in a monopoly position forever.”

Yet what some see as a threat, others see as an opportunity.

“The Internet will work for us, not against us, as Realtors,” says Jerry England, president of TREB. “Consumers may soon be doing a lot of their initial purchasing research on the Internet, but they’ll still want a Realtor to help them buy and sell their homes. This is a people business, and the Internet will never replace the human, one-on-one interaction that lies at the heart of this business.”

CREA president Tom Bosley has been seeking to extend that human, one-on-one interaction down to the grassroots level of organized real estate—to the Realtors themselves. He has appealed to provincial associations and local boards to be allowed to interact directly with Realtors, in an attempt to create a better understanding of just what CREA, MLS, and the title “Realtor” should mean to everyone in the real estate industry.

Not all associations or boards have welcomed Bosley’s and CREA’s efforts. Here, too, territoriality comes into play. But the CREA message does have its supporters.

“What does it cost most of us to belong to CREA, a provincial association and our local board—about $1,200 a year?” asks Jim McKeown. “That’s a pretty small fee for what we get. I mean, how can you put a price tag on the confidence consumers have in our MLS system? And ultimately what the public sees is the MLS—not the board, not the association—they see that MLS sign, and they call us up.”

Even boards that don’t agree with CREA’s direct approach see the value in organized real estate working together, as long as everyone is working toward the same goal.

“Circling our wagons around our members’ best interests can be a positive action, if we all point our guns outward, toward forces outside our industry which threaten us,” says Brian Smith, executive officer at TREB. “It’s when people start shooting inward that we have real trouble.”

To mark 35 years of Real Estate Magazine, we’re sharing articles from past issues. This article appeared in issue #208 in October 2006. Susan Doran still contributes to REM.

“Do you know what the headline for this article will be?” asks real estate broker Sunny Daljit during our interview. “It won’t be ‘The monk who sells real estate’ will it?”

I assure him that that headline is unlikely—although the truth is REM’s editor has pointedly asked me to get the lowdown on this monk business.

Daljit, who is now CEO/team leader for Keller Williams Ottawa Realty (KWOR), woke up one morning about 15 years ago to the realization that he wasn’t happy.

“I had a mid-life crisis at 24,” says Daljit, now 39.

He had gone into real estate in Ottawa against the wishes of his East Indian parents, who were eager for him to be a doctor, lawyer, or some other type of professional. (This despite the fact his mother is a Realtor herself. His retired father was a director with Agriculture Canada, which used to prompt Daljit’s mother to remark that he was an expert on the sex life of corn.)

Daljit soothed his parents’ fears by making a success of himself—in fact, becoming a top producer—in the real estate offices where he worked.

“I was living out what people said you should,” he says. But he wasn’t fulfilled. So he changed his lifestyle, became a vegetarian, and read a lot of books on spirituality.

Eventually, he took a leadership course offered by an India-based non-profit spiritual organization. Inspired, he took a three-year leave of absence from real estate and moved to India, where he trained with the organization, became a teacher, and eventually, a sannyasin, which he explains is essentially a monk.

He renounced all material wealth, selling off his property back home and donating the proceeds to charity, mainly to assist with village development in India, the chief cause of the organization he was with. He travelled from village to village, teaching and doing humanitarian work. But he began to feel there was an element of escapism to it all.

Near the end, he was in meditation in a monastery and didn’t speak for 60 days.

He felt increasingly cut off from day-to-day life. Then he read the book Jonathan Livingston Seagull and—identifying with the theme that teaching others is more beneficial than disconnecting from them—he moved back to Ottawa with hopes of finding ways to make business less soulless.

He started Centre Path, a consulting company focusing on spirit values and leadership in the workplace. “I thought if you could transform business, you could improve the world,” he says.

He got an MBA and moved to Toronto for a three-year stint as national director for a Royal LePage customer service platform before he was finally offered a job that truly fit his personal philosophy.

The life-changing phone call came in 2004 from Jeff Hooper, principal owner of the Keller Williams Ottawa office, which had opened in 2001 but was in need of some restructuring.

After looking into the company and liking what he saw, Daljit moved back to his hometown of Ottawa along with his family. He initially joined KWOR as a temporary consultant. But he wound up a partner after spearheading successful major changes that helped propel the company to its current position as one of Ottawa’s top-10 fastest-growing companies and one of the best workplaces in Canada (according to *Canadian Business* magazine). As well, the *Ottawa Business Journal* recently recognized Daljit as one of the Top 40 under 40 CEOs.

Well-known in the United States (Real Trends magazine ranks it as the fourth largest real estate company in North America), the Keller Williams franchise is not as recognized here, although the company has made remarkable strides. It now has 12 Canadian offices. When Daljit came on board, there were only two.

KWOR is the number one Keller Williams office in Canada, he says. It currently grosses more than $16-million in revenues, and has about 600 listings and 160 agents, with plans to double the number of salespeople within three years.

What Daljit immediately liked about Keller Williams was the depth of thought that has gone into its philosophy and business model.

“The fact that the company puts family and spirituality ahead of work was a main driver for me,” he says. “It’s a holistic way of thinking. There’s a sense of meaning and purpose. You’re not on a treadmill.”

That’s apparent from the fact that associates automatically have a portion of their commissions put into a charity fund. Daljit is proud to have been instrumental in ensuring that that money goes to under-funded charities that “are not on the radar screen.”

Raising the company’s profile should be a byproduct of charity work, not the goal, he says.

As it turns out, another byproduct of “making people better and more self-actualized is that they actually make more money too,” he says. He’s hopeful that the company’s innovative approaches to training, compensation, and technology, and its focus on teamwork and respect for the individual, point business in a new direction. Through a council of top producers, Realtors share in decision-making. And 50 percent of brokerage profits are also shared, via a bonus system for agents who refer new Realtors to the office.

“This gives all agents a vested interest in helping each other,” says Daljit, because the higher the company profits, the bigger the referral bonuses. The company’s compensation package is good as well.

KWOR also invests in cutting-edge technology, including an integrated messaging system that allows Realtors to have easy access to all types of communications and information. And the office itself is plush so that Realtors have an outstanding work environment. It also has an in-house mortgage service and client service network.

For Daljit, the system works.

“This is the first time I can say that my business and personal life are in balance,” he says. “We’re all making a difference in the world whatever way we feel called to.”

With the holidays nearing, so many in the real estate industry are approaching or past the point of burnout—a challenge the World Health Organization has identified as an occupational phenomenon. Symptoms include constant exhaustion, growing detachment or cynicism toward work, and reduced effectiveness on the job—issues that can weigh heavily on Realtors, especially during the year-end rush.

Addressing burnout requires more than surface-level fixes. From rethinking self-care to setting boundaries and rediscovering joy in the job, there are practical steps Realtors can take to recharge and thrive—both personally and professionally—as they head into the new year.

Self-care means many things, not only “turning off”

Debbie Cosic, CEO and founder of In2ition Realty emphasizes that self-care is a crucial part of combating burnout and notes that it can take many forms. At her company, the annual December strategy meeting is held at a spa, giving team members the chance to reflect, recharge and reset while enjoying treatments. But Cosic is quick to point out that self-care goes beyond spa days and relaxation.

Chris Harding of Engel & Völkers Nova Scotia Halifax agrees, highlighting that Realtors are naturally outgoing and always “on,” whether networking, attending events, or working with clients. “We usually end up in the business because of it,” he says, adding that self-care doesn’t always mean turning off completely. Instead, it can mean stepping outside of your routine and trying something new—whether it’s a simple activity like doing a puzzle or reading a book, or something more involved, like trying a new sport, tackling a home project, or volunteering.

Tips on how to recharge day-to-day

• Don’t drive whenever possible. “If I don’t have to drive somewhere, I won’t. Get out of the car,” Harding suggests. “These are habits we don’t even think about.

 

• Leave the phone behind. Harding points out Realtors are not on call and don’t need their phones at all hours. “If you’re not waiting for anything time-sensitive, leave it in another room,” he advises. “You have voicemail and can state what your hours are.”

 

• Learn to let go and have fun. Cosic believes in and encourages having fun, especially because her team works incredibly hard. She explains the development industry is filled with events, thanks to large marketing budgets affording things like dinners out, sports games and even trips. “It’s a huge outlet for them, the fun part of the job they look forward to.”While many in the industry don’t get to access events like these, there are many ways to have fun within and outside of work. The key is tapping into what it personally means for you and finding outlets to enjoy yourself.

 

• Quit saying yes to everything. Harding feels learning to say no when needed is probably the hardest one to learn, especially for newer agents, but it’s important. “You can do this nicely, by clearly communicating how and when you talk to clients or the office hours you keep.” Of course, at times you’ll deviate, but the key is to set boundaries. Be polite and keep it simple. “If it’s an appointment request, suggest another time and don’t share your reason. You’ll get a sense of empowerment and your clients will respect it and gain confidence when you negotiate on their behalf—they’ll understand you have power.”

 

• Collaborate and delegate—don’t master everything. This doesn’t mean you need to be a top performer with an executive assistant, but it’s important to take advantage of your colleague’s strengths and weaknesses and use automated tools to alleviate stress and workload.

How self-care can impact your business

For Harding, his comfort, energy and attitude towards working each day improved when he put self-care on his radar. “It inherently changes how we communicate, which is key since we’re in a relationship business. If you’re communicating from a better place internally, it affects your performance and your clients will notice,” he asserts.

Truly understanding these concepts often comes from experience, which can mean hitting some thresholds before you realize their importance. That’s where mentorship comes into play, especially for early-career agents.

Cosic sees this in her team members, who are extremely driven and work very long hours, adding, “Our biggest problem is trying to teach some of them life balance. We’ll say, ‘You can’t work those hours. Please schedule days off. Take your team out for lunch.'”

She recalls it took a long time to teach them because of their “hardworking, aggressive and successful nature,” and the fact they run the same pace at home that they do on the job. However, there’s a healthy balance to strike: “Yes, you have to work very hard, but you have to take care of yourself,” Cosic stresses. “If you don’t, it’s all for naught. There are only so many dollars you can put in the bank.”

How the industry can help agents avoid burnout

Harding says that first, self-care needs to be on their radar. In his experience, brokers want to help and would probably take it seriously if it were brought up. For example, “Many bring in industry-related speakers to meetings, but there’s an opportunity to have professionals talk about helping those running the business.”

Cosic has thought about this for a while and supports her team in different ways. For example, since the pandemic, she’s offered team members mental wellness support, including covering the cost of counselling, “Some people have had a dozen or so sessions over a year because they’ve gone through a traumatic situation they needed to deal with.”

Aside from intentionally shutting down her office over the holidays so people can “regroup, rethink the year and come back re-energized,” she’s offered a flexible work schedule from day one, something she says her team takes comfort in when they need a mental health day.

Cosic stresses that although the success of the company is very important, “The success of the culture within it is equally important to me.” For her team, the flexible culture is especially key for those juggling family and children with their careers. 

“There’s a lot expected from a successful professional with a family to raise—it’s really two jobs running simultaneously, and a lot of people don’t realize that. They’re doing it all, so it’s a perfect recipe for burnout.”