Category: Growth

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!

I’ve lost count of how many broker-owners, recruiters, and agents have sat across from me and said some version of the same thing: “Mark, I just don’t have enough time.”

Here’s the uncomfortable truth I usually offer back: the leaders crushing their goals and the ones drowning have the exact same 168 hours a week. The difference isn’t the number of hours on the calendar. It’s how they manage the tilt.

In Life On The Wire, Todd Duncan makes the case that perfect work-life balance is a myth — and chasing an arbitrary 50/50 split doesn’t produce fulfillment. It produces guilt, stress, and eventually burnout.

If you want to win the day, stop fighting for balance and start mastering purposeful imbalance.

The Reality of the Tightrope

Duncan builds the book around a wire-walker, and the image is worth sitting with. A tightrope walker is never perfectly balanced and never perfectly still. They stay upright through constant, small, deliberate corrections — one step at a time.

That’s how real life actually works. The broker-owners and agents who thrive aren’t the ones who found some immovable equilibrium. They’re the ones who learned to embrace the lean.

Purposeful imbalance means you deliberately lean toward work when work demands it — recruiting season, an office acquisition, a market shift that requires all hands — and toward life when life demands it: a new baby, an aging parent, a marriage that needs your attention. The secret is that neither lean becomes permanent.

Seasons of intense imbalance are natural and often necessary. The danger isn’t the tilt. It’s when the tilt becomes accidental and open-ended instead of intentional and temporary.

Four Moves to Defeat “I Don’t Have Enough Time”

Feeling starved for time is rarely an hours problem. It’s a symptom of accidental imbalance — drifting reactively through the day instead of deciding it in advance. Sound familiar? It should. It’s the same Friday-at-4-p.m. moment we’ve talked about before: the recruit ghosts you, the deal dies, and the drift begins.

Here’s how you regain your footing:

1. Decide the lean on purpose. Name your current season and declare — out loud, to yourself and the people who count on you — what deserves priority right now. Half the “no time” stress you feel comes from the exhausting anxiety of trying to give everything equal attention simultaneously. A recruiter in a Q4 growth push and a team leader with a newborn at home should be leaning in opposite directions. Both can be right.

2. Be fully present where you are. When you prospect while feeling guilty about home, or sit at dinner mentally locked into a stalled transaction, you double the mental drain and halve the output. Full engagement in one place at a time effectively creates the time you think you lack. Your family knows when you’re half there. So does your roster.

3. Make the imbalance temporary. Leaning hard into the business is fine — provided the lean has an end date and a concrete plan to lean back. “I’ll slow down after this market” is not a plan. “I’m all-in through the spring selling season, and in July we’re taking two full weeks off the grid” is. Open-ended leaning without a finish line is precisely where burnout lives.

4. Take it one step at a time. Don’t overhaul the calendar overnight. Wire-walkers don’t make dramatic moves — they make the next small correction. Cut one commitment that doesn’t serve this season. Protect one evening. Finish one priority before opening the next.

The Mindset Shift

Winning the day doesn’t require discovering more hours. It requires fewer simultaneous obligations, a conscious choice about which direction you’re leaning today, and full permission to drop the guilt once that imbalance becomes purposeful.

Your Next Move

Ask yourself one honest question today: Is my current imbalance a decision I made, or a drift I’ve been tolerating?

If it’s a drift, name your lean — and not in your head. Say it to your spouse, your business partner, your team: “I’m leaning into the business until the spring market closes, and then I’m leaning back.” The declaration is what turns an accidental tilt into a purposeful one.

Identify your lean. Make your correction. Own your season.

Win the day.

The real estate industry is obsessed with “mindset.” We spend millions on keynote speakers trying to change how our agents think, hoping that if we just inspire them enough, their actions will follow.

Change your heart, and your actions will change.

But what if that model is completely backward?

Psychologist George Simon inverts this approach. He argues that acting differently first can actually change your beliefs and feelings. You don’t wait to feel convicted before doing the right thing. Doing the right thing, repeatedly, is what produces the conviction.

This is the essence of metanoia—transformation through practice, not just insight.

The Friday Afternoon Trap

Here is the hard truth for every CEO, recruiter, and agent reading this: we don’t have much control over how we feel.

Picture this: It’s 4:00 p.m. on a Friday. A recruit you’ve been working on for six months just texted you to say they are signing with your competitor. You feel gutted. The immediate instinct is to pack up your desk, tell yourself the market is brutal right now, and vow to “reset” on Monday when you feel more motivated.

If you wait for the feeling of motivation to return, you have already lost. The heart’s true convictions are revealed not by what we say on stage, but by what we do at 4:00 p.m. on a Friday.

The Simple Path of Action

The path to genuine transformation in your business is actually quite simple: do the right thing first. Do the loving thing.

As Paul exhorts in 1 Corinthians 16:14, we should do everything with and in love. Imagine a brokerage built on that standard. What does doing the “loving thing” look like at 4:00 p.m. on that Friday?

It looks like picking up the phone and calling a struggling agent on your roster just to check on their pipeline. Not because you feel inspired, but because that is the standard you committed to. You make the call. You help them solve a problem. Suddenly, your posture changes. You feel like a leader again.

You didn’t wait for your mindset to change before making the call. Making the call changed your mindset.

What we believe dictates how we do things. But conversely, doing things differently will profoundly change what we believe.

Your Next Move

Identify one vital revenue-producing or culture-building action you have been putting off because you “didn’t feel ready” or “weren’t in the right headspace.”

Stop waiting for buy-in from your own emotions. Execute that action in the next 24 hours. Pick up the phone, write the plan, or book the meeting. Compel yourself to do the work, and watch your mindset follow your feet.

Win the day.

Over 40+ hours on planes, trains, and automobiles over the last few weeks gave me time to reflect on something I’ve learned across 20,000+ hours helping teams improve their business processes — and from my top three influencers in the counseling field.

We usually assume change works like this: change your heart, and your actions will follow.

George Simon, PhD, inverts that model — and I know he’s right from working with many of you reading this.

Acting differently first can change what you believe and feel. You don’t wait to feel convicted before doing the right thing. Doing the right thing, repeatedly, is what produces the conviction.

That’s his read of metanoia: transformation through practice, not just insight.

I’ve watched this play out for two decades — in organizations and in individual lives.

Organization, offices & teams that transform don’t wait for “buy-in.” Instead, they:

• Run the meeting they used to complain about.
• Enforce the boundary that feels awkward.
• Use the process they aren’t fully sold on yet.

Individuals who transform don’t wait to “feel like it.” Instead, they:

• Have the hard conversation before they feel brave.
• Keep the commitment before they feel disciplined.
• Show up to the work before they feel motivated.

Both behave like who they want to become — and the belief catches up.

Don’t wait to feel ready. Act your way into believing.

I’m in the Philippines thinking about something I see in some real estate offices — and not in others.

There’s a framework for global economics: wealthy nations built wealth partly by extracting resources from developing nations. Take resources, send back minimum, keep profits. One-directional. Built into the system.

Some real estate offices operate the same way. Others don’t. And that difference is everything.

Some Extract. Some Build.

Top agent carries the office. Some offices take the split, desk fees, transaction costs, then wonder why the producer leaves. Others partner with that producer differently.

Recruiter works three months landing a producer. Some recruiters place and disappear. Others stay invested in that person’s success.

It’s not always intentionally malicious. It’s structural. But it’s extractive. And extraction has an expiration date. When people figure out they’re being taken from, they leave. When they leave, systems collapse.

The Winning Model

I watched a broker flip his problem not with better splits but with partnership.

He paid recruiters commission on placement plus percentage of first-year production. Suddenly recruiter wasn’t placing and leaving. Recruiter was invested in success. Different incentive. Different results.

He invested in top agents’ businesses like partners — training, marketing, leads when pipeline was thin. Not charity. Economics. Agent success is broker success.

He built mortgage and title partnerships based on mutual profit. “How do we build a model where you win, agents win, I win, and we all care about client first?”

That’s not soft leadership. That’s competition. The agents worth recruiting already have options. The top producers know extraction. Affiliate partners have other brokers calling.

You only compete by not being extractive.

One Question This Week

Look at one relationship — an agent, recruiter, affiliate partner. Ask honestly: Am I extracting value from this or creating it with them?

The brokerages winning now aren’t the ones extracting hardest. They’re the ones who figured out that when you stop taking and start building with, the people worth having actually stay.

Win the Day.

I’m in the Philippines right now with my wife visiting family. Watching Filipino culture up close — the way families stay connected across continents, how strangers become family in five minutes, the way people solve problems with what they have — I noticed something. It’s just intention made visible in daily life.

That’s culture. Not the poster version.

Some brokerages treat culture like a project. Hire a consultant. Write values statements. Do a team-building day. Then wonder why the good agents still leave. Others figured out something different.

Here’s what separates them: culture doesn’t happen because you decided it should. It happens because the people at the top live it so consistently that everyone else assumes it’s the only way things work around here.

The agents watching your recruiting pitch aren’t listening to what you say. They’re watching where you spend your time. How you show up when a deal falls apart. Whether you actually invest in your people the same way you ask them to invest in clients.

Some Brokers Extract. Others Build.

In Filipino families, people stay connected because showing up — actually, not theoretically — is the standard. You call. You visit. You remember.

Some brokerages operate differently:

Some expect production first, maybe resources second. Others invest in people before they hit a number. One approach cycles through talent. The other builds careers.

Some brokers have training. Others have trainers who actually care whether it works. Some have a process. Others have a coach in the room coaching. One attracts different agents than the other.

Some leaders show up in speeches. Others show up in Tuesday conversations. “Your pipeline looks thin, let’s solve this together.” “We’re not just chasing revenue, we’re building careers.” That difference matters.

Why Separation Happens

The market shifts. Rates move. Commissions compress. All noise compared to one thing: agents remember who showed up when it mattered.

The brokerages actually growing — not surviving, growing — aren’t doing anything fancy. They show up prepared. Follow through on what they say. Invest in people before their production justifies it. Protect their standard even when easier to compromise.

The ones losing talent? They do the opposite. They wait for production. They extract splits. They disappear when it gets hard. Then they’re confused about retention.

None of the winning model requires bigger budget. It requires intention.

Here’s What I’d Do This Week

Spend one day in the shoes of your top agent. Better yet, a top agent at a competitor you want to recruit.

What do they see when they look at your leadership? Someone betting on their future or next quarter? A coach or a manager? Investment or extraction?

That’s your actual culture. Not what’s on your website. What they see.

You can change it tomorrow if you want. Show up differently and keep showing up that way. Six months of consistency and you’ll watch who starts asking about your office.

Culture doesn’t need complicated. It needs real. And real requires showing up when disappearing is easier.

Win the Day.

What I learned from Joe DeSena (Mr. Spartan) and others:

The market shifts. Rates move. A deal you were counting on dies at the closing table. A top producer you spent six months recruiting ghosts you on signing day.

And then comes the feeling. The slump. The “I’ll get back on the phones Monday.” The slow drift into a comfortable hole that takes three weeks or more to climb out of.

Here’s what I’ve learned watching the best owners, recruiters, agents, MLOs, and title reps in this business: the ones who reset fast don’t reset on feelings. They reset on rules.

Most people believe change requires complexity. I’ve found – for me – it does not. It requires a few clear rules that remove the debate.

Feelings negotiate. Rules don’t. The second you leave a decision open to how you feel in the moment, you’ve already lost it — because the moment is exactly when your motivation is weakest. Friday at 4 p.m. with a dead pipeline is not when you want to be deciding whether to make calls.

So you decide before the moment. Rules are just discipline you decided on in advance. Here are reset moves that Joe taught me:

Decide the night before, not the morning of

Your future self doesn’t get a vote. The night before, you write down your first three calls, your priority follow-ups, the one number you have to hit. You set the alarm across the room.

When morning comes, there’s nothing to debate. You’re not “seeing how you feel.” You’re executing a decision your sharper, calmer self already made. Top performers don’t wake up motivated. They wake up committed.

Make the hard thing first

In this business the hard thing is almost always the same: the conversation you’re avoiding. The price-reduction talk. The past client you dropped the ball on. The recruit who said “not yet.”

Do it first. Before you check rates, before you open your inbox, before your brain wakes up enough to build a case for waiting. Discomfort early sets the tone for the whole day. Comfort early sets the excuse.

The agent who makes the dreaded call at 8:05 has already won something the rest of the office won’t touch until noon — if at all.

No zero days

You don’t have to be great. You have to show up. One prospecting call counts. One handwritten note to a referral partner counts. One door knocked counts.

The rule isn’t “do a lot.” The rule is “never do nothing.” A slow market doesn’t get to give you a zero day. A bad mood doesn’t either. That’s how you keep the streak alive — and more important, how you keep the identity alive. You are someone who works the pipeline every single day. Rain or shine. Rates up or down.

Then: kill one easy button

Everyone has something that keeps them comfortable. Pick one. Remove it for seven days.

The snooze button. Late-night junk food. Alcohol during the week. Scrolling in bed instead of reviewing tomorrow’s plan.

Your mind will push back. That resistance is the signal. If it feels uncomfortable, you’re doing it right. The discipline you build killing a small easy button is the same discipline that gets you back on the phones after a deal falls apart.

“First say to yourself what you would be; then do what you have to do.” — Epictetus

Decide who you are first. The MLO who funds in any market. The recruiter who never lets a no end the conversation. The owner who sets the standard instead of mourning it.

Then let the rules carry you there.

Resets fail when you wait to feel ready. They hold when the rule decides for you.

What’s one easy button you could kill this week?

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A quick personal note: I’ll be traveling the next 15 days. I may post some content, I may not — depends on whether I find something worth sharing. I’m also at the start of my marathon training, so even on the road there’s work to do. No zero days. The rules travel with me. That’s the whole point.

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Four sentences that separate the brokerages people fight to join from the ones they quietly leave

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Mike Deegan won his 400th game coaching baseball at Denison University. Someone asked him what drives that kind of sustained success. His answer had nothing to do with talent or technology or market conditions:

“Show up every day. Work hard. Do it with joy. Care more about others than we do ourselves.” ~ Mike Deegan, Denison University Baseball

Read that again through a brokerage lens. Because what Deegan is describing isn’t a coaching philosophy it’s a retention strategy, a recruiting pitch, and a culture playbook rolled into four sentences.

1. Show up every day. Consistency is your brand. Agents watch what their broker does when a deal falls apart, when the market turns, when it would be easy to go quiet. Leaders who show up build trust. Trust drives production.
2. Work hard. There’s no shortcut disguised as strategy. The agents and brokers outperforming everyone else in this market aren’t the ones with the best tools — they’re the ones outworking the room. Prospecting, follow-up, showing up prepared. The fundamentals still win.
3. Do it with joy. Energy is contagious in a real estate office. Agents don’t leave bad markets — they leave bad environments. If your culture feels like a grind, your best people will find somewhere it doesn’t.
4. Care more about others than yourself. This is where broker-owners separate from the pack. The ones growing right now are not the ones chasing headcount — they’re the ones investing in their agents’ businesses like it’s their own. That reputation travels fast.

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Roger Ebert — a sharp observers of human behavior put the business case for joy this way:

“We must try to contribute joy to the world. That is true no matter what our problems, our health, our circumstances. We must try.” ~ Roger Ebert, Go Gentle Into That Good Night, 2009

He wasn’t writing a business book. But “no matter what our circumstances” is exactly the standard high-performing brokerages hold themselves to. You don’t get to opt out of culture because the rate environment is hard or inventory is tight. The leaders who protect their culture through difficult markets are the ones still standing — and growing — when conditions shift.

Your competition is copying your splits, your technology, your marketing. They can’t copy your culture. Build it deliberately. Protect it daily.

Win the day.