Inspired by Jessi Hempel’s piece “The Case for Doing Fewer Things at Once” and her Hello Monday conversation with Cal Newport.

Jessi Hempel wrote something recently that I have not been able to shake. She first put out a series on time in August 2024 because she was tired of getting to the end of a week and wondering where it went. Two years later she went back to it and found that almost nothing had changed. She is still wrestling with time. She still uses it as her excuse for why the important things did not get done.

If that does not describe half the agents in your office, you are not paying attention.

She revisited her conversation with Cal Newport, the Georgetown professor who wrote Deep Work and Slow Productivity. His argument is one sentence long and it lands like a brick.

We have confused activity with productivity.

Newport calls it pseudo productivity. Visible activity becomes the stand in for actual accomplishment. We clear the inbox. We move from one obligation to the next. We collect evidence that we have been extremely busy. None of it tells us whether we made anything useful.

What This Looks Like in Real Estate

An agent tells you they had a crazy week. Ask what happened.

They previewed a property that was not for a live buyer. They redesigned their listing presentation for the fourth time. They sat in two coaching webinars. They reorganized the CRM. They answered every text within ninety seconds. They posted six times.

Now ask the only question that matters. How many appointments did you set?

Sometimes the answer is zero. And the agent is genuinely confused, because they worked hard. They did work hard. They just did not do the work.

Same thing happens on the leadership side. We build the recruiting deck. We refresh the value proposition. We talk about the pipeline in every meeting. Then Friday comes and we had two real conversations with two real candidates.

Why We Do It

Because pseudo productivity feels safer.

Rebuilding a presentation cannot reject you. Reorganizing the database cannot say no. A dial can. A recruiting conversation can. So we drift toward the tasks that look like progress and never sting.

Busy is also the easiest thing in the world to prove. Nobody has to see your appointment count if they can see your calendar.

Do Fewer Things at Once

Here is Newport’s fix, and it is almost insultingly simple.

Every project you take on drags a cloud behind it. Emails. Meetings. Check ins. Small decisions. Follow ups. The work itself might be four hours. The cloud is twenty.

Take on fewer projects at the same time and the clouds disappear with them. You get more hours to do actual work. And you often finish everything sooner than you would have by juggling all of it.

This is not doing less. It is doing fewer things at once.

Try This

• List everything you are actively working on right now. Not what is on your someday list. What is live and pulling on you today.
• Most agents land somewhere between nine and fifteen. Most leaders land higher.
• Now cut it to three. The rest do not get killed, they get queued. Write them on a second list and stop touching them.
• Protect the lead generation block before anything else touches the calendar. That is the one thing that cannot be caught up later.
• At the end of the week, stop asking what you got done. Ask what moved. Appointments set. Conversations had. Contracts signed. Agents hired.
• If nothing moved, the week was busy and nothing more.

Question

If I looked at your calendar from last week and then at your appointment count, would the two tell the same story?

Resource

Read Jessi Hempel’s “The Case for Doing Fewer Things at Once” and listen to her episode with Cal Newport. Then read Slow Productivity if you want the full argument.

Winning the day is not about how much you did. It is about whether the right thing moved.

As some of you know, I live in Southern California, driving distance from both Death Valley and Mount Whitney.

I’m currently training for a half marathon, with the possibility of progressing to a full marathon. My commitment deadline is early September. To give my joints a break, I dedicate my off days to rowing or biking, using iFit for guidance. Recently, I’ve been participating in virtual rides along the scorching terrain of Death Valley. Naturally, this inspired me to seek out a workout that simulates the challenging incline of Mount Whitney as my next target.

The geographic contrast between these two places is wild. Badwater Basin sits 282 feet below sea level. Just 85 miles away, Mount Whitney towers at 14,505 feet. That is a massive 14,787 foot vertical swing sitting right in my backyard.

You might think these extreme landscapes are completely barren, but they are full of life. Death Valley has over 400 animal species. The high alpine zones of Whitney are home to plants and wildlife that survive freezing temperatures and 100 mph winds.

I know a little bit about extreme environments firsthand. A number of years ago, I climbed Mount Kilimanjaro. Trekking to that summit means hiking through five completely different climate zones in a matter of days. You start in a sweltering rainforest and end on an arctic ice cap.

I learned very quickly on that mountain that if you try to keep the same pace and wear the same gear across every zone, the environment will break you. Nature does not complain about the weather or the terrain. In the wild, the rule is simple: adapt or die.

We face our own extreme environments in business. Here is what the locals in these harsh landscapes can teach us about surviving and thriving when market conditions shift.

The Kangaroo Rat and Radical Efficiency

In Death Valley, the kangaroo rat never drinks a drop of water its entire life. It extracts every bit of moisture it needs from dry seeds, and its body produces almost zero waste.

When the market dries up, you need that same radical efficiency. You cannot rely on a flood of easy transactions to cover sloppy habits. Squeeze real value out of what you already have. Go deep into your past client database, protect your key relationships, and keep your overhead lean.

Alpine Cushion Plants and Deep Roots

Up near 14,000 feet on Mount Whitney, severe winds will tear normal trees right out of the soil. To survive, alpine plants grow in tight, low carpets that hug the rock. Above ground they stay small, but underground they build massive root systems.

When market volatility hits, do not try to be flashy. Build deep roots instead. Focus on rock solid operational systems and unshakeable trust with your clients. The businesses that get blown away in a storm are usually the ones that expanded too fast without building a root system to hold them down.

Ephemeral Wildflowers and Speed to Market

Under the cracked salt flats of Death Valley, millions of seeds sit dormant for years. The second a rare rain falls, they explode into a massive bloom almost overnight.

Patience and preparation equal speed to market. When client expectations shift or a new market window opens, you cannot take six months to figure out a plan. Have your team, your messaging, and your systems ready before the rain hits so you can execute instantly.

The terrain dictates the strategy. You cannot run a flatland playbook at 14,000 feet.

Assess where you are, adjust your cadence, and win the day!

If you’re a real estate broker, lead a region or office, lead a mortgage team, or operate as a top-producing agent, you’re well aware that disappointment is an inherent part of the job.

At our core, we are in the business of building genuine relationships. But let’s be honest—people are busy, overwhelmed, and constantly distracted. You do the repeated, proactive work every single day. You make the calls, you send the follow-ups, and you consistently show up. Yet, when that daily grind is met with low positive feedback, it is incredibly easy to get in your own head, become disappointed, and start convincing yourself to just stop.

Add the major setbacks to that daily friction, and the weight can feel crushing. A massive listing falls through at the final hour. A promising recruit backs out. A key agent you mentored for years decides to take their business to a competitor.

It is completely natural to look at these situations and feel frustrated, defeated, or angry. But what separates good leaders from great ones is not the absence of disappointment. It is the speed of their recovery.

When things go wrong, how quickly can you process the setback and get back in the game?

Acknowledge, Then Pivot

We are not talking about toxic positivity. It is okay to be frustrated when a deal goes sideways, or when you feel like you are shouting into the void with your daily outreach. Give yourself a moment to be disappointed.

But do not set up camp there. When a setback hits, you need a framework to process it: Accept, Reflect, and Redirect to something more empowering.

First, Accept the reality of the situation. Acknowledge the frustration and the sting of the loss without letting it consume your entire day.

Next, Reflect. Every disappointment holds a masterclass if you are willing to pay attention. Did that top agent leave because of a gap in your value proposition? Are your prospecting calls falling flat because your message needs to be sharper? When we shift our perspective from “Why is this happening to me?” to “What is this teaching me?”, disappointment loses its power. It becomes data.

Finally, Redirect to something more empowering. Acknowledge the setback, then pivot. You cannot control the deal that fell through, but you can control the energy you bring to the next conversation. Energy spent complaining about the past is energy stolen from your next opportunity.

Focus on the Next Right Step

When a major letdown hits—or when the daily grind simply wears you down—the road to recovery can feel overwhelming. You might feel paralyzed, thinking you need a massive, sweeping strategy to fix everything.

You do not need to rebuild your entire business overnight. You just need to know your next step.

Make one more recruiting call. Book a coffee meeting with a loyal title partner. Take ten minutes to review and clean up your pipeline. Focus entirely on the immediate, productive action right in front of you.

Momentum is the ultimate cure for disappointment. Once you start moving forward again, the sting of the setback starts to fade, replaced by the confidence that you are still in control of your daily outcomes.

Create Your Own Luck

In a shifting market, everyone deals with setbacks. The agents, loan officers, and recruiters who are winning right now are not the ones who never fail. They are the ones who refuse to let a bad moment—or a string of unreturned calls—turn into a bad week.

They accept the reality, find the lesson, figure out their next step, and take action.

Now we can go win the day.

The fuel and inspiration for today’s thoughts come directly from James Clear, author of the incredible book Atomic Habits. Applying his mindset to our industry completely changes how we operate.

If you run a real estate brokerage, lead a mortgage team, or operate as a top producing agent, you probably spend a lot of time putting out fires. It is completely natural to look at your pipeline, your recruiting numbers, or your profit margins and immediately ask, “What is wrong and how do I fix it?”

But what if that is the exact wrong approach?

Try flipping the script this week. Instead of focusing on the problems, ask yourself, “What is right and how do I grow it?”

Maybe your buyer pipeline is slow, but your top three agents are absolutely dominating their listing appointments. Stop obsessing over the weakness and pour your energy into scaling the strength. Double down on what is already working in your business and build momentum from there.

The Truth About Clarity

As industry leaders, we often paralyze ourselves by thinking we need the perfect long term business plan to move forward. But what of clarity is not about knowing what you want to do with your entire business forever. What if clarity is simply about knowing what you want to do this week.

You do not need to have it all figured out. You just need to know your next step. Make the recruiting calls. Book the coffee meetings with your title partners. Focus entirely on the immediate action right in front of you.

Rethinking Failure

Taking action means you will inevitably hit roadblocks. But how you view those roadblocks depends entirely on the strategy you are executing.

When you are on a good path, it is only a failure if you stop. It is a lesson if you keep going.

When you are on a bad path, it is only a failure if you keep going. It is a lesson if you stop.

You have to know the difference between a tough season that requires persistence and a dead end that requires a pivot. If you are consistently following up with your past clients and not seeing immediate return, keep going. That is a good path. If you are dumping thousands of dollars into a lead generation source that produces zero return on investment, stop. Take the lesson and move on.

Create Your Own Luck

At the end of the day, you cannot get lucky if you do not take action. The best opportunity in the world is just a missed opportunity if you do not reach out and grab it. The agents, loan officers, and recruiters who are winning in this market are not waiting for interest rates to drop or conditions to be perfect.

They are finding what works, figuring out their next step, and taking action.

Now we can go win the day.

If you run a brokerage, lead a mortgage or title team, or recruit top producers, you have likely felt the squeeze over the past year. Finding sharp real estate agents, transaction coordinators, experienced loan officers, and reliable escrow professionals feels harder than ever.

This is not just a temporary hiring lull. According to a recent report by economist Mark Schniepp at The California Economic Forecast, we are facing a structural labor contraction. While this specific data focuses heavily on California, the underlying demographic trends are worth noting no matter what state or states you operate in.

What Is Shrinking the Labor Pool?

Three primary factors are driving this workforce slowdown nationwide:

• Baby Boomer Retirements: The massive boomer generation is stepping back. While better health keeps some working longer, millions are officially exiting the workforce.
• Immigration Shifts: Border policy changes in 2025 reduced foreign migration by 85 percent, cutting off a primary driver of recent national labor growth.
• Outward Migration: Cost of living pressures continue pushing residents to more affordable areas, causing local labor pools in higher cost markets to contract.

Nationwide, the labor force sits about six million workers below pre pandemic trend lines. There are simply fewer working age adults available.

What This Means for Real Estate and Affiliate Partners

When the workforce contracts, the ripple effects hit real estate directly. Slower labor growth can cool household formation and transaction velocity over time. But the immediate pain point is human capital.

Wages rise as firms compete harder for a smaller pool of talent. Yet real estate remains a deeply human business. Even as artificial intelligence advances, closing transactions and guiding families still requires skilled, empathetic professionals.

Strategic Moves to Win the Day

To stay profitable and continue growing, industry leaders must adapt:

Protect and Leverage Veterans. Retain your experienced agents, LOs, and staff. Create flexible arrangements, mentorship structures, or partnership models that keep senior talent producing longer.

Implement AI for Operational Leverage. Use AI and automation to handle repetitive administrative tasks. When your core team operates with maximum efficiency, you do not need to overhire to grow volume.

Advocate for Local Housing. Labor shortages cannot be solved without accessible housing. Supporting practical housing policies helps attract the essential workforce our local markets desperately need.

The market rewards leaders who adapt early. Protect your key people, upgrade your operational leverage, and keep building.

Credit: “Is the Clear Slowdown in Labor Force Growth a Concern?” by Mark Schniepp, August 2026.

Three lessons from Groucho Marx:

• Bullies expect a fight. Give them a punchline instead.
• Don’t beg to be taken seriously. Be impossible to intimidate.
• A joke is the only argument you can’t lose.

Here’s where he proved it.

In 1942, Warner Bros. released Casablanca — Bogart, Bergman, the biggest picture in the country. A few years later the Marx Brothers, well past their peak, announced a comedy called A Night in Casablanca.

Warner Bros. sent a legal notice claiming rights to the word “Casablanca” and suggested the comedians find another title.

An army of studio attorneys leaning on three aging comedians. Groucho had zero leverage, so he didn’t pretend to have any.

He wrote back and asked who exactly owned the word “brothers.” He and his siblings, he noted, were brothers long before Harry, Albert, Sam and Jack ever formed Warner Bros.

The lawyers asked for plot details. Groucho sent a plot — completely invented, absurd from start to finish. They wrote back confused. He sent another one, different and equally ridiculous.

Eventually the letters stopped. The movie opened under its original title.

The letters on your desk

You get letters like this every week. They just don’t arrive on letterhead.

The competing broker telling your recruit you won’t be in business in two years. The seller saying, “Yeah, but you’re not the big name.” The agent who left, explaining around town why your model is broken. The rival lender calling your affiliated services a conflict of interest.

Every one of those is Warner Bros. sending a letter. And every one is built to do the same thing: make you defend yourself on their terms.

That’s the trap. When you defend in detail, you confirm the charge was worth defending. You spend forty-five minutes explaining why your company is stable, why your splits are fair, why your title partner is clean — and the recruit walks out thinking about instability, splits and legal risk. You just spent an hour advertising your competitor’s talking points.

The strength of an attack is the seriousness of the reply.

What it sounds like

When a recruit says a competitor warned them about you:

“They’ve been predicting my funeral for [your number] years. I’m flattered by the attention.”

Then pivot straight to what the agent actually needs.

When a rival mocks your size:

“We’re lean. That’s why you get my cell on a Sunday.”

When someone comes at your affiliated services:

“You’re right, it’s extremely convenient. That’s the whole scandal.”

Then hand them the disclosure, explain it plainly, and move on.

Humor isn’t just clever. It buys you the right to be brief.

Confidence, not deflection

This only works when you’re genuinely secure. People smell a defensive joke instantly, and it’s worse than a nervous speech. Humor isn’t a sales trick — it’s what confidence sounds like out loud. The real work happens before the conversation: know your numbers, believe in your model. The jokes come free after that.

And know the difference between an insult and an injury. If someone’s lie costs you a license, a contract or a closing, that’s not a punchline — that’s a call to your attorney.

But most of what lands on your desk isn’t an injury. It’s an insult.

And an insult deserves a punchline to win the day!