One of the questions I am often asked is, “What do you look for in a property practitioner?” The interesting thing is that the answer has changed over the years. When I first entered real estate, I believed experience, market knowledge and technical skills were the most important factors. While those things certainly matter, I have since learned that they are often not the qualities that determine long-term success.
In reality, most skills can be taught. Market knowledge can be learned. Systems can be mastered. Legislation can be studied. What is far more difficult to teach are the attitudes, behaviours and values that underpin consistent performance.
The first thing I look for is accountability and ownership. In a commission-based environment, it is very easy to blame poor results on the market, interest rates, stock shortages, competitors or clients. Successful practitioners take ownership of their results. They ask themselves what they could have done differently, what they can improve and how they can adapt. People who constantly blame external factors rarely grow because they never address the one factor they can control: themselves. Successful agents invest in their business.
Closely linked to accountability is resilience. Real estate is not for the faint-hearted. Deals collapse, mandates are lost, buyers disappear and clients change their minds. Practitioners who succeed are not those who avoid disappointment; they are those who recover from it quickly. They understand that setbacks are part of the journey and they do not allow temporary disappointments to become permanent excuses.
I also look for a willingness to learn. The industry is changing rapidly. Consumer expectations are evolving, technology is advancing and legislation continues to become more complex. Practitioners who believe they already know everything are often the first to become outdated. The most successful people remain curious. They seek feedback, ask questions and continuously develop their skills.
Professionalism is another non-negotiable. This includes reliability, communication, preparation and follow-through. Clients do not judge us solely on our ability to sell or rent property. They judge us on how we make them feel throughout the process. A practitioner who communicates effectively, honours commitments and manages expectations professionally will often outperform someone with greater technical knowledge but poor service delivery.
Perhaps one of the most important qualities is emotional maturity. Real estate is an emotional business. We deal with buyers, sellers, landlords and tenants who are often making significant financial and personal decisions. Practitioners need the ability to separate their emotions from their responsibilities. They need to receive feedback without becoming defensive, manage conflict professionally and remain focused on solutions rather than problems.
I also value team players. While real estate often attracts independent personalities, the reality is that successful businesses are built by teams. Practitioners who support colleagues, share knowledge and contribute positively to the culture create stronger organisations. Those who only focus on themselves often create short-term gains but long-term problems.
At the same time, there are certain behaviours that immediately raise concerns for leaders.
One of the biggest detractors is a victim mentality. Every practitioner faces challenges, but some individuals seem to collect excuses rather than solutions. Nothing is ever their responsibility. There is always a reason why results are poor, why opportunities were missed or why someone else is to blame. Over time, this mindset becomes exhausting for the people around them and limits their own potential.
Another significant concern is negativity. Every workplace experiences challenges, but there is a difference between identifying problems and constantly spreading pessimism. Negative individuals can have a disproportionate impact on team morale. They often drain energy, create doubt and make it more difficult for others to remain motivated and focused.
A lack of accountability is equally problematic. Leaders quickly lose confidence in people who repeatedly miss deadlines, fail to follow through on commitments or require constant supervision. Trust is built when people consistently do what they said they would do. Once that trust is lost, it becomes very difficult to restore.
Resistance to change is another common challenge. The real estate industry is evolving rapidly, and organisations need people who can adapt. Practitioners who cling to old ways of working, refuse to embrace new systems or reject training opportunities often find themselves struggling as the industry moves forward.
Poor emotional control can also be highly disruptive. Practitioners who take everything personally, react emotionally to feedback or allow their moods to influence their performance create instability within a team. Professional environments require people who can manage emotions constructively and remain objective when challenges arise.
Perhaps the greatest detractor of all is entitlement. There is a perception within parts of the real estate industry that successful practitioners should be constantly pursued, accommodated and protected regardless of their behaviour or contribution. Entitled individuals often focus on what the organisation owes them while paying little attention to what they contribute in return. The strongest practitioners approach the relationship differently. They understand that success is a partnership between individual effort and organisational support.
The reality is that leaders are not looking for perfection. Every employee has strengths and weaknesses. Every practitioner will make mistakes and experience setbacks. What leaders are looking for are people who are coachable, accountable, adaptable and committed to continuous improvement.
The best practitioners I have worked with are rarely the loudest people in the room. They are not always the most experienced or the most naturally talented. More often, they are the people who consistently show up, remain open to learning, take ownership of their results and contribute positively to the people around them.
In a challenging real estate market, those qualities become even more valuable. Skills can be taught. Systems can be learned. Market knowledge can be acquired.
Character, however, is what ultimately determines whether someone thrives or merely survives.
Coffee, Culture & Curveballs reminds me that leaders do not build successful organisations by finding perfect people. They build them by finding people with the right attitude, values and willingness to grow. The rest can usually be taught.
Coffee, Culture and Curveballs 