Leadership in real estate often looks polished from the outside: growth, results, and highlight reels of success.
But as Michael Nitschke, CEO, speaker, and author, points out, there’s another side to it that few discuss – the emotional toll of running a business and leading a team.
Learning in the Trenches
“There’s no playbook for running a business or leading a team,” Michael explained in a LinkedIn post.
“The best ‘training’ is on the job, in the trenches, and in my case, when I took over the family business when it was on the brink of collapse.”
Mistakes, he says, are part of the process.
“You’ll make them, no matter how good you are. It’s important to keep really real with yourself, as well as have a leadership team in place to spread the load and have different perspectives and personalities in the decision-making.”
He’s also very candid about the lessons that have shaped him.
“I’ve hired people who ended up not being a good culture fit. I’ve over-optimised the business, where I created unnecessary workflows when a simple ‘yes’ would do. I’ve prioritised performance over connection. I’ve tried to juggle the lead sales role and CEO duties.”
The Hidden Emotional Tax
According to Michael, no one talks enough about what he calls “the hidden emotional tax of running a business, even a successful one.”
“There’s no destination or point to reach where it all makes sense,” he says. “I still make mistakes today.”
The key, he believes, is honesty – both with yourself and with your team.
Having strong leaders around you isn’t just about delegation; it’s about sharing the mental load and benefiting from a mix of viewpoints and personalities.
Redefining Productivity and Worth
“This year has been a lot about grappling with the identity associated with being a leader,” Michael says.
“I’ve challenged limiting beliefs around being ‘lazy’ and pushed back on busyness equals productivity. Slowly detaching my sense of worth from my work day and business wins are key.”
In a sector that rewards performance and visibility, this perspective stands out.
The real challenge, he suggests, isn’t just in growing a business but in growing as a person while doing it.
Building Systems and Safeguards
“If you’re on this journey too, I see you,” he says. “It’s why I’m so obsessed with systems, a strong team, and mental wellbeing. There’s no prize in doing it all alone, nor is it as fun or fulfilling.”
It’s a message that resonates deeply within real estate, where many leaders find themselves caught between client demands, team expectations, and the relentless pace of the industry, especially as we wrap out the year.
Michael says the real measure of leadership isn’t perfection or constant output. It’s the ability to build something sustainable. And that’s a business that works for the people within it, not just the one running it.
