Tony Morrison knows Tasmania’s property market like few others. Over more than three decades, he has evolved from a top-performing salesperson into the CEO of Harcourts Tasmania, building a network that now handles roughly one in three property transactions across the state.
Recently inducted into the Hardcourts Hall of Fame, Tony is as much an educator as a dealmaker, continuously sharing insights and pioneering new approaches to listings and team leadership.
On a recent episode of an Thought Leaders podcast with Samantha McLean, Tony discussed the strategies that have kept him at the top of his game, from leveraging the office as a competitive advantage to guiding agents through a rapidly evolving market.
Winning listings without a salesperson’s gymnastics
Forget the conventional advice that you must pitch in a vendor’s home. Tony calls it the home ground advantage: turning your office into a stage where the team, not just the individual agent, shines.
“Your home ground is your office, not someone else’s dining room or kitchen,” he says.
“I’ve had plenty of times where I’m doing a pitch and the next agent is on the footpath waiting for me. If you’re not a good closer, you want every advantage you can get.”
By inviting vendors into the office, Tony creates a curated experience. They are greeted by reception, offered coffee, introduced to marketing staff, and walked past the office’s awards and achievements.
“Even if the salesperson is new, vendors see the depth of the team and feel confident they’re in capable hands. Your closing rate is far better when you do that because you stand out. It gives you opportunities to do things differently.”
He compares it to sport: “It’s like playing on your home turf. You know the wind, the pitch, and you’ve got your supporters in the stands. That’s how I think about real estate presentations.”
From teacher to CEO: lessons in communication and leadership
Before real estate, Tony was a music teacher who travelled between schools.
“Dealing with different personalities from different walks of life was invaluable,” he says.
“As a CEO, you manage a huge range of people. Teaching gave me a lens for understanding, coaching, and connecting with them, and that has helped me for decades.”
He still approaches leadership as an educator: “Some agents aren’t natural closers, and that’s fine. My job is to build the environment where everyone can succeed, whether it’s through coaching, support, or creating systems that make their job easier.”
Knowing When to Join a Franchise
In 2004, Tony and his brother Scott, were running the independent agency and while the business was successful, Tony knew they had reached a growth ceiling.
“We were great at selling, but we didn’t know how to train people, create marketing, or manage technology,” he says.
“If we wanted to grow, we had to upskill massively or join a group that could provide the resources and support. Most business owners come from sales backgrounds; they focus on themselves. Running a business is all about your team, and that skill is diametrically opposed to selling.”
When Hardcourts approached, Tony took a leap.
“The first year or two was a bit of a step backwards, but once we got up to speed, growth accelerated quickly. Joining a franchise gives you tools to take your business to a higher level that you just can’t achieve on your own.”
Lessons from 37 years in real estate
Tony started in 1988, when listings were handwritten, phones were brick-sized, and the internet was just a curiosity.
“I carried 100 listings at a time. Every week I’d take home reports, write them by hand, and post them back. I’d sit in front of the TV writing until I fell asleep,” he recalls.
“It was exhausting, but it taught discipline. Today, the tools have changed, but relationships and persistence still matter more than anything.”
“Texting and emails aren’t enough,” he warns. “You need to get out and talk to people … buyers, sellers, colleagues. The people who have the most relationships earn the most money. Simple as that.”
Staying number one in a competitive market
Being Tasmania’s leading network comes with pressure.
“Everybody’s trying to poach your staff,” Tony admits. “The grass is always greener elsewhere. To keep your people, you have to continually offer more value. What was acceptable last year isn’t good enough this year. You have to keep raising the bar. If you don’t, you end up going backwards.”
Tony invests heavily in innovation and training. His recent full-day AI workshop for 170 agents reflected his commitment to preparing his team for the future.
“You can’t just rest on your laurels. What you did last year won’t be enough this year. You have to keep improving, whether it’s training, technology, or business planning.”
Tony also offers practical guidance for agents – those struggling with sales are encouraged to focus on buyers.
“Buyers become your listings without even doing a listing presentation. You can build loyalty by helping people even if there’s no immediate commission. That’s how long-term business is won.”
When vendors resist realistic pricing, Tony recommends taking the emotion out of the conversation. “You’re not doing this to rush a sale – you’re protecting their price. Meeting the market quickly creates competition and almost always results in a better outcome.”
Hiring new agents? Tony looks for character first. “Are they a good person? Are they driven? Are they resilient? Skills can be taught; attitude can’t. Real estate is tough, and you get a lot of knocks. I want people who will get up and keep going when things get hard.”
What’s next?
Tasmania’s market remains strong, Tony reports, boosted by mainland demand and infrastructure projects like the AFL stadium. Growth continues through rent roll expansion and strategic new offices, including a recent long-term ambition realised in a new branch at Bishno.
Reflecting on his own philosophy, he tells Samantha McLean: “Get out of the office. Talk to people. Stop relying on emails and social media. Build relationships. That’s how you earn business and how you stay at the top.”
For Tony, success is a combination of strategy, people, and innovation.
His career demonstrates that even in a fast-changing market, those who focus on relationships, education, and continuous improvement are the ones who stay ahead.
