Elite AgentLEADERSHIP

The truth about running a real estate business today … itโ€™s not what you think

Forget the flashy sales numbers, leading a real estate business today is a pressure-cooker mix of strategy, structure and constant adaptation. Industry veteran Aaron Chuah reveals the hard truths behind running a high-performing agency in 2025 and beyond.

โ€œManaging a real estate business isnโ€™t about putting out fires or chasing listings. Itโ€™s about  building a culture, leading with systems, protecting your brand, and creating predictable results  in an unpredictable market.โ€ 

Running a real estate business isnโ€™t just about selling homes โ€” itโ€™s about building a brand,  leading people, driving performance, and adapting to an ever-evolving market. 

With more than two decades in the industry, Iโ€™ve seen firsthand what makes agencies thrive and what causes them to stall.

Despite the shifting tides of interest rates, buyer behaviours, and tech tools, the fundamentals of business leadership remain the same: culture, structure,  systems, accountability, and adaptability. 

Hereโ€™s what Iโ€™ve learned about building and managing a high-performing real estate business and why itโ€™s about so much more than just the sales. 

People first. Aways

No real estate agency can outperform its team.

Your people are the lifeblood of your business โ€” not just the agents, but the admin team, marketing support, property managers, and even your external partners. 

Good management isnโ€™t about control, itโ€™s about coaching.

Itโ€™s about removing obstacles,  instilling discipline, and creating a culture where performance and care go hand-in-hand.

You need to prioritise: 

โ€ข Sales and skill-building sessions 
โ€ข 1-on-1 coaching and progress tracking 
โ€ข Celebrating wins, but also leaning into accountability 

High culture doesnโ€™t mean ping pong tables and pizza nights. It means standards, structure, and support. 

Systems drive success

Itโ€™s easy to celebrate results. But long-term success in real estate is about repeatable excellence, and that only comes through systems. 

Think of your business like a Formula 1 car; the talent behind the wheel matters, but so does the engineering.

Without clear systems for launching listings, managing vendor expectations,  handling buyer feedback, or running OFIs, chaos creeps in.

Great systems do three things: 

  1. Reduce risk 
  2. Save time 
  3. Ensure consistency in client experience 

Whether itโ€™s CRM automation, editable PDFs, or pre-set vendor communication touchpoints, donโ€™t rely on memory. Build a machine. 

The vendor experience is your brand

Every vendor who lists with you becomes an extension of your brand in the marketplace.

Their experience, good or bad, will be shared with family, friends, and neighbours.

Thatโ€™s why vendor care must be more than a checklist; it must be a culture.ย 

It starts with education, walking vendors through the market, not just quoting a price.

Itโ€™s continued through clear, scheduled communication.

And it finishes with strong negotiation,ย  handling buyer objections, and setting the right reserve in the right method of sale.ย 

Remember: people donโ€™t remember every word you say, but theyโ€™ll always remember how you made them feel. 

Know your numbers

Emotions might fuel real estate, but numbers keep you grounded. 

To lead effectively, you need to know: 

โ€ข How many appraisals are being booked? 
โ€ข Whatโ€™s the conversion rate from listing to sale? 
โ€ข Whoโ€™s generating pipeline and who needs coaching? 

Too many real estate leaders manage from the gut. But data tells the real story.

Every agent needs to work to measurable KPIs; this isn’t about micromanaging, but coaching with clarity and reward with fairness.ย 

You canโ€™t fix what you donโ€™t track.

Be adaptable

The most dangerous phrase in leadership is: โ€œThatโ€™s the way weโ€™ve always done it.โ€ 

Markets evolve. Buyers change. Technology shifts. Even your competitors arenโ€™t standing still.  As a leader, staying current isnโ€™t enough, you must be one step ahead. 

This might mean: 

โ€ข Reviewing commission models to retain top performers 

โ€ข Shifting marketing strategy to focus more on video, content, and social proof 

โ€ข Changing up methods of sale based on market tempo (auction vs private vs fixed date  sale) 

Adaptability is no longer optional. Itโ€™s your edge. 

The real work

Running a real estate business is part strategy, part psychology, and part stamina.

Itโ€™s not for theย  faint-hearted, but it is deeply rewarding when done right.ย 

Because when your people are engaged, your systems are humming, your clients are happy, and your numbers are strong – thereโ€™s nothing quite like it. 

Whether you’re a business owner, team leader, or aspiring director, my advice is this: Lead with purpose. Build with intention. And never stop learning.

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Aaron Chuah

Director of Sales, Stockdale & Leggo Central