June 2018

Issue #348

June 2018

Tim Syrianos Reflections on leading Canada’s largest board

Canada Post Publications Mail Agreement No. 42218523 - Return undeliverable Canadian addresses to 2255B Queen St. E., #1178, Toronto ON M4E 1G3

Page 18

Boards can opt out of provincial associations Page 3

Matchmaking apps promise leads Page 8

A Toronto condo boondoggle Page 12

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3 REM JUNE 2018

Boards can opt out of provincial associations At CREA’s Annual General Meeting, delegates voted to provide boards with the option of direct membership to CREA. By Susan Doran

A

welcome wind of change is gusting through the real estate industry thanks to a bylaw amendment that rattled the windows at CREA’s annual general meeting in Ottawa.

associations such as CREA; boost professionalism; and better manage member tensions around perceived imbalances of influence between large and small member boards.

On April 16, prompted by an impactful coalition of five of Canada’s largest boards (Vancouver, Calgary, Toronto, Edmonton and Montreal), 310 delegates voted to provide boards with the option of direct membership to CREA, subject to a rigorous application process and one year’s notice.

The new amendment “translates into more efficiency for organized real estate, less duplication of services and more opportunity for industry innovation,” says Calgary Real Estate Board president Tom Westcott. “We need this kind of thinking to keep pace with a rapidly changing real estate environment.”

“This change establishes a process for local boards to become direct CREA members without also having to belong to their provincial association should they and their members vote to do so,” states a joint release from the five boards.

“The boards support this change because it provides members and their local boards with choice. Choice in turn enhances accountability at all levels of organized real estate and helps to ensure that members receive services that are of value to them and the clients they serve.”

In a nutshell, the new amendment provides a mechanism for provincial association accountability that didn’t exist previously, when boards had no way of bailing out of these associations under any circumstances.

Why the need for this change?

Boards across the country cite concerns around such issues as the need to cut operating costs and dues; streamline operations; revamp governance procedures and strategic planning; improve communications and transparency; eliminate service overlap with other

It’s a big win for members, says Toronto Real Estate Board president Tim Syrianos, who is confident it will greatly enhance the transparency and communication of provincial associations.

“All levels of our industry should be held accountable, the same way that Realtors and brokers hold local boards accountable every day,” says Syrianos. “In a free market, choice fosters accountability.

Without a choice to belong, there is no accountability for provincial associations within the Three-way Agreement.”

The Three-way Agreement is the long-standing framework of governance between the three levels of organized real estate (local boards, the provincial/ territorial associations and CREA), that until this recent change called for interconnected membership in all three tiers.

While largely supportive of the new, more flexible directive, the three levels of governance all still strongly endorse the Three-way Agreement’s original vision of solidarity.

“To be clear, this is not a vote to separate. This is a vote

for choice,” says David Reid, president of the Ontario Real Estate Association (OREA), which voted in favour of the motion for direct membership in order to show support for its 38 member boards, likely to the surprise of some.

“We are not afraid of being held accountable. We are working hard to show people what we are doing and where we are at,” says Reid. “We really want to communicate and we know we’re getting better at it.... Now there is the choice for boards to opt out but we certainly don’t want anyone to.”

In a Twitter post on the day the motion passed, Reid noted that the five boards that are on the amendment indicated they in fact have no intention of leaving their provincial associations.

“We’re stronger together and we’re moving forward,” says Reid.

OREA, struggling with member board dissatisfaction and having lost its bid to continue providing Ontario real estate education after 2020, has been facing some whopping changes in the past year but appears to be stepping up to the plate.

“We’ve been putting a lot in place over the past 12 months,” says Reid. “Last year OREA undertook a strong strategic plan and made it a public document...We want to do fewer things, better.”

To that end, OREA is trimming expenses and doing its best to make government relations and advocacy paramount. Regarding concerns around duplication of services, “we’re trying to stay in our lane,” Reid adds.

David Reid

Jim Stewart

The association has also been “reaching out, meeting with individual boards face to face to look at their concerns,” he says.

a mechanism for boards to opt out of their state associations has been in place for years and has never once been utilized.

The British Columbia Real Estate Association (BCREA) is also trying to be pro-active, having had its own share of issues and drama. Past-president Jim Stewart says the association has slashed member dues, is undergoing a restructuring of staff and office space, and has made changes to governance procedures.

“We are so afraid about what would happen that we lost sight that the boards are not going anywhere – they just want the ability to,” says Stewart.

It’s a concerted effort to avoid taking on too much (“mandate creep” as Stewart refers to the common problem).

The association is “re-focused on providing the core services of advocacy, communication, economics, education and standard forms” to member boards while trying to build value and reduce cost, he says.

“We’re adapting to change,” says Stewart. “This has been building for a long time...

We need to do a better job of collaborating with our member boards. It’s so critical that we rebuild trust, which is why we chose to support the motion. It shows that we are listening.”

Stewart says he found it encouraging to learn at the CREA meeting that in the U.S.,

The shift to direct membership stimulated debate at the CREA meeting. Some real estate professionals felt that government legislation, regulators and third-party technology disrupters are more pressing threats to the industry.

Others expressed concern over the economic impact if, despite current protestations to the contrary, large boards like Toronto or Vancouver vote in future to leave their provincial associations. And a few argued that a change to the Three-way Agreement, novel though it may be, is not an issue that really concerns the average salesperson, but rather directors.

But here’s the takeaway at present – whether it’s on your radar or not, the choice to opt out now exists, and that will make provincial associations more receptive than ever before to the concerns of their local boards. REM

6 REM JUNE 2018

Heino Molls retires as REM publisher

By Jim Adair said to me, “What the industry needs is its own trade magazine.”

Later, after Heino left TREB to bring cable TV real estate ads to the GTA and I had moved on to magazine publishing, he gave me a call and said it was time to launch that trade publication – and REM was born. It took years for it to start making money, but fortunately Heino had those cable tv ads to keep it going.

The goal was always to have a publication that was independent and could present news and opinion that you couldn’t find anywhere else. That meant we often printed things that got people’s noses out of joint, and inevitably that meant trouble for Heino. In the early days, some boards didn’t want to help distribute REM because it didn’t reflect their views.

Some advertisers were not happy

with stories that were written about them, and without advertisers we would be sunk. We also had a few threatening letters from lawyers.

But Heino was the ideal publisher – he left me to handle the editorial as I saw fit and defended the stories in the magazine, even if he didn’t always agree with them.

Knowing that readers and advertisers would both be poorly served if the line between advertising and editorial was blurred, Heino never told me write about a certain advertiser or pull a story because it was too controversial. He never insisted on knowing who would be on the front page of the next issue.

Cover photo: ELIJAH SHARK

new study by Genworth Canada says that millennials are now driving the housing market. It says Canadians remain committed to homeownership and those who own a home have better financial outcomes than those who do not. It also says homeowners are far more likely to say they are in great/good financial fitness versus non-homeowners.

The study found that 59 per cent of millennials have already purchased a home. Among those who own their homes, 30 per cent of millennials bought their first home or a home that was not their first in the past two years, compared to nine per cent of older Canadians. During the next two years, among non-owners another 30 per cent of millennials plan on making their first home purchase.

The annual Financial Fitness and Homeownership Study poll completed in conjunction with the Canadian Association of Credit Counselling Services took place from Feb. 8 to March 27. It asked 2,000 Canadians questions about their financial well-being, homeownership intentions and preparedness for the future.

Sixty-eight per cent of firsttime buyers say they are in great/good financial shape, as well as 59 per cent of repeat buyers.

“It is encouraging to see the high level of financial confidence coming from first-time homebuyers and homeowners. As a company that is committed to providing financial literacy education to aid those looking to achieve homeownership, these results demonstrate that this segment of

Publisher HEINO MOLLS heino@remonline.com

Editor JIM ADAIR jim@remonline.com

President & CEO WILLIAM MOLLS will@remonline.com

Production Coordinator JUDY CUPSKEY production@remonline.com

Director, Sales & Marketing AMANDA ROCK amanda@remonline.com

Art Director LIZ MACKIN

REM is published 12 times a year. It is an independently owned and operated company and is not affiliated with any real estate association, board or company. REM is distributed across Canada by leading real estate boards and by direct delivery in selected areas. For subscription information, email distribution@remonline.com. Entire contents copyright 2018 REM. All rights reserved. Reproduction in whole or in part without written permission from the publisher is prohibited. The opinions expressed in REM are not necessarily those of the publisher.

Graphic Design SHAWN KELLY

REALTOR® and REALTORS® are trademarks controlled in Canada by The Canadian Real Estate Association (CREA) and identify licensed real estate practitioners who are members of CREA. MLS® and Multiple Listing Service® are trademarks owned by CREA and identify the services rendered by members of CREA.

Brand Design SANDRA GOODER

over. Another former long-time REM employee, Mila Purcell, is Heino’s niece.

So it’s only fitting that his son William is taking over as REM’s publisher. William has been involved with REM for many years and is the creator of REM’s website and online products.

Working with Heino all these years has been a lot of fun. In our long phone calls, as we discussed politics and hockey and real estate and sometimes even REM, we’ve enjoyed a friendship that will last forever.

Thanks Heino, for taking a chance on the real estate industry.

REM It’s better because of you.

Millennials committed to homeownership: poll

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Heino Molls with former REM director of sales and marketing Dennis Rock and editor Jim Adair at a 2011 real estate event.

And through it all, he has always been a staunch defender of real estate professionals and their important work.

Heino took a big risk in launching REM in the first place and staying the course when it would have been easy to sell out and start offering the front page and the editorial features to the highest bidders.

REM has always been a family affair. The original print design was created by Heino’s wife Sandi. His brother-in-law Dennis Rock was the sales and marketing director for many years and when it came time for Dennis to retire, his daughter Amanda Rock took

Questions or comments? info@remonline.com

2255B Queen Street East, Suite #1178 Toronto, ON M4E 1G3

Phone: 416.425.3504 www.remonline.com

REM complies fully with the CREA’s Trademark Policy (section 5.3.2.6.1).

ISSN 1201-1223

Canadians are doing the necessary homework to support their financial future,” says Stuart Levings, president and CEO of Genworth Canada, in a news release.

The company says homeownership is a mainstay for many Canadians’ financial well-being and homeowners demonstrate greater financial discipline and report greater long-term confidence in their financial outlook.

Consumers can test their financial fitness at www.caccs.ca. The process is “quick, easy and free – but rich in value because it can help guide wise financial choices,” says Henrietta Ross, CEO of the Canadian Association of Credit Counselling Services. The financial score is based on attitudinal, behavioural and outcome measures. REM

Printed by Metroland Media Group, Ltd. A certified FSC® Printer

R

EM’s publisher and founder Heino Molls is retiring after leading the publication and website for the last 29 years. His final Publisher’s Page appears in its usual place on page 50 in this issue.

Back in the early 1980s, Heino and I worked in side-by-side offices at the Toronto Real Estate Board (his was the messy one). We were often approached by companies that wanted to place ads in the board’s public listing newspaper.

Except many of them weren’t really interested in advertising to the general public – they wanted to market their wares to real estate agents and brokers.

TREB and CREA both had publications for their members, but they either didn’t accept outside ads or placed major restrictions on who could advertise. Heino often

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8 REM JUNE 2018

Real Estate Technology T

he real estate industry has been ripe for change for the past few decades.

While virtually every other industry has seen sweeping impacts of technological determinism, Canadian real estate has been slow on the uptake, says William C. Strange, professor of economic analysis and policy at the Rotman School of Management.

“Frankly, I’m surprised that there hasn’t been more change over the last few decades where we saw the travel industry overturned,” he says. “But I don’t expect the (real estate) industry to get turned upside down in the next five years,” he says.

Regan McGee, chairman, founder and CEO of Nobul might have a different opinion. The head of this newly minted tech startup aims to “revolutionize” the real estate industry with a new app that he says “is the world’s first deal marketplace”. McGee has three patents to prove it.

Agents with verified licenses and brokerage affiliations can sign up to Nobul as easily as creating a profile on any online app. There are no upfront costs, hidden fees or subscriptions required to gain immediate access to active buyers and sellers. They then compete and bid down on offers by listing the services they commit to provide to the buyer or seller. To facilitate transparency, the app also lists services that agents will not be providing.

Nobul charges a 20-basis point (0.2 per cent) broker-to-broker referral fee for each half of a transaction that is represented by an agent who met a buyer or seller through the app. However, the referral fee is charged only if an agent closes the deal. The company says, “this makes it risk free to agents.”

As an example, this means that “if an agent meets a buyer through Nobul and purchases a home that costs $750,000, then the agent’s broker will pay Nobul’s broker of

record $1,500. If an agent meets a seller through Nobul and ends up representing the buyer and seller on the sale of a condo that costs $500,000, then the agent’s broker will pay Nobul’s broker of record $2,000,” the company says.

Property buyers, sellers and agents are vetted exactly the way traditional brokerages do offline.

The company also encourages commission rebates for buyers.

“People sometimes confuse us with lead generation-type services where agents pay subscriptions, huge upfront fees and get deals that have gone to 40 other agents.

We’re fundamentally different from that. We have a two-sided app where we have buyers and sellers on one side and agents on the other and they connect through a marketplace,” says McGee. Having said that, McGee notes that currently there is no cap on the number of agents who can bid on a property for the seller on Nobul. This means if there are 50,000 agents in the GTA, the seller can potentially have 50,000 agents bidding on their property.

Eventually, the company hopes to make the app more sophisticated so buyers, sellers and agents can pick geographic areas based on local knowledge, expertise and contacts.

As of April, the company had 3,000 agents signed up to the app.

McGee says that Nobul, which launched in October 2017, is “the hottest company in the street, in terms of investing.”

John Poole, former head of operations for Sotheby’s International and former CREA director, is the firm’s senior vice president of real estate and broker of record.

Zoocasa, another real estate matchmaking service, is an online brokerage of 37 in-house agents that communications manager Mark Bernhardt says provides a comprehensive “white-glove” sales experience through an app that is used by buyers, sellers and agents to search for properties. It also claims

Matchmaking apps promise leads Companies are finding new ways to find buyers and sellers and match them with real estate professionals. By Sohini Bhattacharya no upfront costs, subscription or hidden fees, and there is a feedback system. Zoocasa splits the agent’s gross commission income in exchange for tech support, marketing and customer service. The selling agent gets 2.5 per cent, as does the buying agent. Incentives are part of the commissions structure and a referral bonus is given if a lead turns into a sale. Similar to Nobul, Zoocasa has no cap on agent referrals.

While Nobul supports an entire gamut of agents ranging from those new in the industry to those with 40 years experience, Zoocasa accepts only agents with a proven track record of sales.

Zoocasa emphasizes less on prospecting and more on working with qualified clients. And unlike Nobul, there is no bidding process.

An advanced feature unique to the Zoocasa app, says Bernhardt, allows users “to search townhouse units, or even a property with basement apartments by school zones or ratings.”

While Zoocasa is a techenabled brokerage, Nobul is a technology company developing a real estate app. The analogy that best explains the differences between the two, says McGee, is, “Nobul is like Uber, which is a tech company that created a taxi app.”

In every other way, Nobul’s functionality, says McGee, is more like Airbnb.

In response to initial industry criticism, McGee says, “People incorrectly think that our app facilitates a race to the bottom. If you look at Airbnb, it’s not always the cheapest place that’s listed on the site. You get the entire spectrum.” The reputation of Nobul agents is based on ratings and user feedback received from previous Nobul customers, or clients they’ve represented in the past.

The FeeDuck app was launched in 2015. It’s a 24-hour online matchmaking auction in which agents compete for leads by bidding down commission rates for

Regan McGee

Mark Bernhardt

Lisa Abreu and Warren Mascarenhas, founders of FeeDuck

home sellers and bidding up rebates for home buyers. The firm differentiates from other matchmakers by charging the winning agent an administration fee per auction ($170 for a buy lead, $170 for a sell lead, or $300 for someone looking to buy and sell), once the match is made.

“We do not take part in the purchase or sale of a house and therefore, do not take a cut of the commission,” says FeeDuck founder Warren Mascarenhas.

FeeDuck is not a brokerage. It pairs “the agent to the buyer/seller and lets them decide on how to proceed,” says Mascarenhas.

“I think it’s really interesting that there’s a lot of innovation in tech and people are looking for new ways of doing things,” says Sergio Medrano, salesperson at

Rex.ca Realty in Toronto. “I’m not sure how long these innovations are going to last and which one of these tweaks is going to have longevity in the market. My advice to buyers and sellers who use these apps is to ask questions about the level of training, experience and support that these Realtors will have. That’s number one. If you pay for something cheap you might end up paying a lot more at the end.”

These are early days for Nobul.

Backed by machine learning and blockchain technology, the company has set its sight to expand in the U.S. and create a real estate ecosystem with end-to-end transaction services that will include agents, brokers, lenders, appraisers, insurance agents and lawyers.

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10 REM JUNE 2018

Multiple Listings

updates, focus groups and demographic studies using GIS mapping.

By Jim Adair, REM Editor

Well-known Toronto sales rep Elli Davis celebrated her 35-year anniversary in real estate with a spectacular evening at Casa Loma recently.

Phil Soper, president and CEO of Royal LePage, presented Davis with her 35 Years of Service award.

Other speakers who shared their favourite anecdotes included Kevin Somers, broker of record/COO for Royal LePage Corporate Brokerage; Ryan Duffy, broker and area manager Central Toronto; and Elli’s husband, Paul Wise.

Davis began her career with seven years as a Grade 3 school teacher. Looking for a new challenge, she decided to enroll for the vice principal’s course, but she missed the deadline to apply. That led to a real estate career. She often found herself reading the classifieds during her school lunch hours and attending open houses on weekends, so it was apparent the new

Do you have news to share with Canada’s real estate community?

Let REM know about it! Email: jim@remonline.com

A

fter spending several years in real estate as a sales representative and manager, Nik Sharma has opened Century 21 Red Star Realty in Brampton, Ont. The office opened in early April and is already seeing strong growth, the company says. It currently has 15 agents and Sharma is hoping to grow to 75 to 100 agents by the end of the year.

Sharma comes from an engineering background. He entered real estate in 2005 and soon became one of the managers of Century 21 People’s Choice Realty. After managing the office for eight years, he left to work as an

independent broker. But he says he missed the C21 brand and decided to open a new office under the banner.

■ ■ ■

Carlie St. Amant is the new owner of Re/Max Sudbury, with the support of former owners Dan Gray and Marie Leblanc.

St. Amant has been a Realtor since 2014 and has been working closely with Gray and Leblanc to grow the brokerage, which was founded in 1980. The company says the brokerage’s focus on training and education will be at the forefront. St. Amant’s goal is for her agents to advance their skills and focus on professional development, regardless of their skill level.

■ ■ ■

Kent Wengler and Alexander Bruni have launched a new real estate sales brokerage and consulting firm in Toronto called Brick +

Mortar Realty.

The boutique real estate brokerage and consulting firm represents new home and condo developers throughout Ontario. With over 40 years of partner experience in the new home sales category, the company says it offers industry leading innovation in real estate research, consulting and sales.

Wengler formerly worked for research firm PMA and produced the Housing Data Reports and Building Industry and Land Development Association (BILD) housing market statistics and information before the firm merged with Realnet Canada, now Altus Group. He was a BILD director from 2014-17.

Bruni also gained experience at PMA Brethour. Most recently he was research director, where he was responsible for a comprehensive market analysis program including research and feasibility studies, competitive analyses, monthly

■ ■ ■

LEGAL ISSUES

Nik Sharma

By Mark Weisleder e have seen what happens when deals do not close. Buyers and sellers sue each other and the only winners are the lawyers. No one gets paid any commission.

Here are five tips to remember to make sure your deals close on time.

1. Do not close a sale and a purchase on the same day. Even when buyers intend to close a deal in good faith, sometimes their financing is delayed and they may need a short extension.

This can be a disaster if the seller needs the funds to buy another property on the same day and will also greatly increase the moving bill.

Always advise your clients to

W

Kent Wengler and Alexander Bruni

Carlie St. Amant

Aimée Puthon

Elli Davis and her team

From left: Kevin Somers, Ryan Duffy, Elli Davis, Phil Soper

direction would be a good fit.

In 1987, she became Royal LePage’s No. 1 agent in Canada – a position she held for an unprecedented 13 years. Davis also held the No. 1 spot among Toronto salespeople for 24 years.

■ ■ ■

Condominiums represent one of the fastest-growing segments in the real estate market in Guelph, Ont. Local Coldwell Banker Neumann sales rep Aimée Puthon recently launched Condos Guelph (www.condosguelph.com). Billed as Guelph’s most comprehensive condo website, the mobile-friendly platform offers information about condo-lifestyle communities across the city, along with aerial photos showcasing the different neighbourhoods.

The site aims to educate consumers about a type of ownership that has not been common in smaller Ontario centres. It includes information about involving condo boards, rules, reserve funds and other specific legal considerations. REM

Make sure your deals close consider bridge financing and close the purchase a few days earlier. This way they can move in at a convenient time and just pay some extra interest and set up charges to the lender. That way, if the buyer later requires a short extension, they can pay the seller’s interest costs and all deals can close, without stress.

2. Depending on your market, obtain as high a deposit as possible. In my experience over 30 years as a real estate lawyer, when buyers put down at least five per cent as a deposit, they find a way to close. This is always a good rule to follow in uncertain times, to make sure your deal will close on time.

3. Try and close within 60 days. When there is a long closing date, there is also the possibility that market conditions can Continued on page 40

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12 REM JUNE 2018

Who is responsible for this Toronto condo boondoggle?

By Bob Aaron

I

n perhaps 80 to 100 transactions in the last 15 years, Toronto Realtors wound up listing and selling condominium units that were not owned by their seller clients. It now appears that 22 condominium owners in a north Toronto project do not own the units they are living in.

This is the case at Liberty Walk Condominiums, an attractive stacked townhouse development at 760 Lawrence Ave. W., between Dufferin and the Allen Expressway. It was completed in March 2003.

Unit owners in March received a letter from their property management saying the condo corporation has been made aware that the location and registered title to several townhouses in the project do not match the physical units in which the owners are residing.

The affected project is Toronto Standard Condominium Corporation No. 1513. To date, the corporation is aware that 22 unit owners are living in townhouses that someone else in the complex owns.

The same issue may affect other blocks of townhouses and some of the parking units may have been transferred to the incorrect unit owners. The number of affected units is currently unknown.

This situation did not suddenly arise. In the 15 years since the creation of the condominium, many of these units have changed hands four, five and even six times – and at no point was the discrepancy discovered. That means that in more than 80 or 100 transactions, the listing agents probably did not verify the units being sold against copies of the registered condominium plans.

As well, purchasers were not shown the floor plans of the condominium to verify the location of the units being purchased.

How did this happen? In my

view, it is the obligation of the real estate lawyer and perhaps even the real estate agent to obtain a copy of the condominium plans and review them with the buyers to make sure they are buying the correct unit.

Unfortunately, some real estate lawyers clearly are not doing so.

But is it the obligation of the listing agent to verify the units being sold against the condominium plans to make sure that the sellers’ deed matches the unit in which they are living?

In Ontario, the legislated Code of Ethics states: “A registrant shall provide conscientious service to the registrant’s clients and customers and shall demonstrate reasonable knowledge, skill, judgment and competence in providing those services.”

Does that extend to a requirement to obtain and cross-check the location of the unit, parking and locker against the plans before the unit is listed? Based on the Liberty Walk situation, there is a very compelling case to support such a requirement.

Some will argue that if the wrong unit is listed and sold without Realtor verification, it is ultimately the obligation of the buyers’ lawyer and not the Realtor to verify location of the units. While that is certainly true, the issue would come up long after the listing and sale process and the title search, and the deal would die just before the closing date.

If the issue was discovered at the time of listing, there would be ample time to resolve the problem long before the moving vans are being loaded.

Back in 2011, in a court case in which I was an expert witness, Justice Darla Wilson wrote in her decision, “I agree with the opinion expressed by Aaron that it is the lawyer’s responsibility when acting for a purchaser of a condominium unit to ensure that the client is getting title to what they believe they have transacted for. To confirm this, the client must be shown the plans to ensure that their unit is the one identified, in the correct

It now appears that 22 condominium owners in a north Toronto project do not own the units they are living in. location, the size, whether it has a terrace which might be an exclusive use common element, whether it is a single-storey unit or multi-level.”

That decision, and my opinion, were upheld by the Court of Appeal.

In Ontario, lawyers for purchasers can obtain copies of condominium plans to review with

their clients for $15. Realtors would need access to the Teraview system to obtain the plans.

Alternatively, they could get them from the lawyer for the sellers or by making a personal trip to the Land Registry Office.

I recognize that this would mark a sea change in the standard of practice for Realtors, but it is certainly an issue worth discussing.

Who is going to pay for correcting the titles? The Liberty Walk condominium corporation has reviewed the problem with its lawyers and, despite the contents of hundreds of status certificates issued over the years, has denied any responsibility.

The property manager’s letter to unit owners says that this is a matter that “unit owners’ real estate lawyers (should) review in any purchase or sale of condominium units.”

A notation of this issue has been added to future status certificates issued by the corporation.

Ultimately, the title insurers for the buyers will have to spend the tens of thousands of dollars necessary to exchange all 22 deeds and discharge and re-register the mortgages on each unit.

Bob Aaron is a Toronto real estate lawyer and columnist for The Toronto Star. He can be reached at bob@ aaron.ca, on his website aaron.ca, and Twitter @bobaaron2. REM

HomeLife logo gets a makeover

H

omeLife is refreshing its logo to appeal to the latest generation of buyers and sellers and beyond, the company says.

“We wanted to maintain the high-end feel of our logo while ensuring this latest evolution would still feel familiar to our members and their clients,” says director of marketing Adam Price.

The new logo comes after months of extensive research and development leading up to its debut at HomeLife’s 2018 conference and awards gala.

“The reveal was an incredible success with many HomeLife members wishing to put it to use immediately,” says Price. The

company says the current logo will be phased out by HomeLife’s 35th anniversary in 2020.

“Our brand has continued to successfully evolve over its 33year history,” says HomeLife founder and CEO Andrew

The new HomeLife logo

Cimerman. “We keep pace with current trends and are very good at predicting emerging trends both in our marketing programs and branding. This new logo is a fantastic example of that.”

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This is not intended as a solicitation of any sales representatives or brokers that are currently under contract. All offices are independently owned and operated, except those marked as “Royal LePage Real Estate Services Ltd.”, “Royal LePage West Real Estate Services” and “Royal LePage Sussex”. Any copying, reproduction, distribution or other use of these materials is prohibited. Δ Based on agent count. ◊ Based on market share and/or agent count. Based on Google Analytics January - December 2017. • 2018. *Print and online media impressions January 1, 2017 to December 31, 2017. º 2017.

Information valid as of April 2018. ©2018 Brookfield Real Estate Services Manager Limited. All rights reserved. Δ

14 REM JUNE 2018

New C21 branding aims at younger generation “The idea is to make sure that the market understands that Century 21 is adapting with the times and is actually leading by example,” says Martin Charlwood, vice-chairman and CEO.

By Mario Toneguzzi

C

entury 21 Canada’s rebranding is intended to support the company’s new mission to “defy mediocrity and deliver extraordinary consumer experiences”. The company says the rebranding campaign targets complacency and inspires consumers to demand more. It is also appealing to a younger generation.

The changes were launched in early March in the United States.

Martin Charlwood, vice chairman and CEO of Century 21 Canada, says a soft market launch in Canada took place in May, followed by a celebration with its franchisees at its national conference at the end of September in Winnipeg. The official market launch in Canada takes place during the first week of October.

“When a company has such a wide scale of a global footprint, it

Charlwood. “When you have a bunch of fantastically excited franchisees, some will adopt earlier. Some will take a little while and it takes a little bit of resource.”

He says the new brand identity inserts Century 21 into the conversation for younger and new brokers who previously had not considered it as an option.

“That’s what we’re most excited about,” he says.

Charlwood says real estate seems to be the side hobby for many Canadians. “It’s really a national passion, it seems like.

We’ve been part of the residential real estate fabric in Canada for over 40 years now,” he says.

Century 21 Canada was a pioneer of real estate franchising in Canada in 1976. The first office opened its doors in British Columbia in February 1976. It is owned and operated by the Charlwood Pacific Group and

This is the first time the brand identity has been completely changed. takes time for what’s first instituted in the head office to then cascade into other markets,” he says. “We’re excited about what’s happening down in the U.S. They’re launching it first down there and we will be implementing it in Canada and then it will cascade through other parts of the world.

“It is our plan to get a complete conversion to the new brand by December 2020,” says

spans nearly 400 offices from coast to coast. The Canadian operation was the first international franchise outside the U.S. In Canada, the company has about 10,000 “system members,” which includes real estate professionals and administration staff.

Charlwood says there have only been three evolutions of the logo since the company was first founded 47 years ago in the United States. A few years ago,

there was a minor adaptation to the house that was part of the original logo and to the colour scheme.

“This is the first time they’ve done a real re-working of the brand identity in the history of the company because it’s substantially different. What we like to say is they kind of tore the old house down to the studs and they’ve re-built it,” he says.

“The idea is to make sure that the market understands that Century 21 is adapting with the times and is actually leading by example. Our goal is to defy mediocrity and deliver extraordinary experiences. That’s kind of the new mantra. And we want to challenge the status quo. The point here is we want to make sure that we keep up with the times and the new brand identity we believe provides a clean and clear stage for the agents to present their personality with the backing of the global brand.

It’s a stylish and sleek, modern makeover of the original.”

The rebranding involves a complete overhaul of one of real estate’s most recognizable icons.

The company says the new brand was developed around the disconnect between the investment people make in buying or selling a home and the perceived value they receive from finding the right real estate agent who fits their needs.

“This is just the beginning of the bold ambitions we have for challenging existing conventions in real estate relationships and to progress the industry in ways that favour the consumer yet directly help our agents and brokers break through the clutter and noise and win in the markets they operate in,” says Cara Whitley, chief marketing officer, Century 21 Real Estate in the U.S., in a statement.

Century 21 says the new logo features a refreshed colour palette that stays true to its iconic gold-and-black scheme, while also embracing new graphics.

The new logo.

David Yetman, broker/owner of Century 21 All Points in Halifax, recently moved the brokerage to a new location at 5159 South St. It’s the first C21 office in Atlantic Canada to use the company’s new branding.

The Century 21 seal.

By introducing the new brand identity with this Century 21 seal it’s bringing the organization into the forefront of the conversation, Charlwood says.

“We’ve had overwhelming positive response from our system members in Canada about the new brand identity and they’re telling us they can’t wait to get their hands on it.

So, there’s people chomping at the bit who are excited

about that,” he says.

“We’re pleased that it is attracting a younger demographic to the brand. That’s really important and one of the challenges we have in the real estate industry across North America…the average age of a Realtor is 57-years-old and it’s incumbent upon the real estate industry brokers to try and bring younger people into the industry. And this is a key part of the objective of Century 21 by re-defining the look and feel of the brand and making it more appealing to the younger generation. It encourages them to engage with the organization.”

Charlwood says that if you look at the history of many venerable brands, they all go through a similar type of evolution in keeping up with the times, but at the same time staying true to their original proposition. REM

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By Craig Proctor

According to a recent study, one third of Toronto real estate agents sold zero homes last year and 80% sold less than six homes. (These stats won’t differ much no matter what Canadian city you analyse.)

Couple this with the fact that the Toronto housing market shrank 39% in March 2018 compared to March of 2017 (Source: TREB) and it’s clear there is an URGENT need for an entirely new and different business model for real estate agents.

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10) If yyou are an alreadyy successful agent, g , yyou will raise yyour p prominence further,, attract more clients more easilyy and maintain or g grow yyour income while working g 8 to 15 hours a week less than yyou do now…..and you will be re-invigorated by and fascinated with a more sophisticated approach to this business. Many high income agents feel they’re caught in a “success trap.” They confess that if they knew then what they know now, they would have entered some other field!

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16 REM JUNE 2018

THE GUEST COLUMN

By Joe Richer

L

ate last year, Real Estate Council of Ontario (RECO) representatives had the pleasure of interacting with nearly 200 real estate industry leaders in seven regions around the province for our first town hall tour. The discussions were thoughtful, candid and respectful exchanges on subjects such as RECO’s Mandatory Continuing Education program and possible reforms to the Real Estate and Business Brokers Act, 2002 (REBBA).

Nearly everyone agreed that consumer protection and professional ethics are shared responsibilities between RECO and the industry. But there was one

Are you accountable? exchange that left me feeling a little disappointed.

One individual – a broker of record – told me he knew with certainty that up to 10 per cent of the salespeople in his brokerage regularly break certain rules. When I reminded him that brokers of record are accountable for the actions of their employees, he responded that, no, only RECO is responsible for detecting unethical behaviour among real estate salespeople.

Really? I wonder how many consumers would list their homes with his brokerage if they had heard his comments.

First of all, I don’t believe the vast majority of people who work in Ontario’s real estate industry share such a blasé attitude towards professional ethics. In nearly every town hall discussion on continuing education, for instance, participants said they wanted standards to be tougher, not more relaxed. In fact, I was heartened by the fact that the others in the room clearly disapproved of the broker of record’s position.

There is a lot of support within the industry for weeding out unethical or unprofessional behaviour. Brokers of record will often terminate the employment of a salesperson if they have been the subject of numerous consumer complaints or criminal charges. A real estate salesperson can’t practice their trade in Ontario if they aren’t employed with a brokerage, so this is a big deal. Industry self-policing can’t replace public sector regulation, but it’s a welcome extra layer of consumer protection.

Nearly all of the salespeople and brokers I have encountered in recent years struck me as being committed to meeting high standards of accountability and professionalism, in part because they know that consumers won’t accept anything less. And the numbers reflect that commitment within the industry. Every two years, RECO commissions a registrant satisfaction survey and we ask salespeople and brokers which issues they wish to learn more about. In late 2017, “professional-

ism” enjoyed a large increase from the last time we surveyed registrants.

The real estate industry depends upon a high level of public trust for it to function. If the majority of salespeople, brokers and brokerages didn’t follow the rules nearly all of the time, consumers would no longer trust the buying and selling process, and the marketplace would soon become chaotic.

As the regulator of real estate salespeople, brokers and brokerages, one of RECO’s most important responsibilities is to engage with the industry to raise the bar for professional conduct. We want to help salespeople and brokerages become more professional and more focused on compliance with REBBA and the Code of Ethics.

We do that through various communication channels to registrants – articles, Registrar’s Bulletins, videos, presentations – in which we offer information and advice.

In our consumer outreach,

RECO regularly highlights the value of using a regulated real estate salesperson when buying or selling a home. This kind of messaging from the regulator benefits the sector as a whole, but it is essential that the claim is backed up by consistently professional conduct by real estate representatives. This is a shared responsibility.

Consumer protection is essential for a healthy real estate industry. If you’re a broker of record, I encourage you to do your part by making it clear that unprofessional and unethical behaviour won’t be tolerated in your brokerage.

And if you know of a salesperson, broker or brokerage that has committed a serious violation of REBBA or the Code of Ethics, tell us, so that we can investigate the conduct and take action against the wrongdoer.

Joseph Richer is registrar of the Real Estate Council of Ontario. He is in charge of the administration and enforcement of all rules that govern real estate professionals in Ontario.

You can find more tips at reco.on.ca, follow on Twitter @RECOhelps or on YouTube at http://www.youtube.com /RECOhelps REM

18 REM JUNE 2018

Serving passionately and professionally

As Tim Syrianos finishes his term as TREB president, he looks back on the past year and what’s coming for the real estate market and the industry. By Susan Doran

W

ith his term as Toronto Real Estate Board (TREB) president finishing up at the end of June, Tim Syrianos is looking forward to more sleep and less information in his life.

As TREB’s 2017/2018 president, Syrianos, owner and broker of record of Re/Max Ultimate, a large brokerage in central Toronto, has found himself dealing with truly staggering amounts of data and all the other minutia that go along with the job.

He recalls being in his car and getting a call telling him that he needed to pull over right away to do an interview with a local newspaper about the average age of housing in Toronto – not exactly information that anyone could be expected to know off the top of their head. Somehow, he managed to figure out what was needed in record time.

“People underestimate the information overload of the position – so many emails!” he says, adding that it was sometimes a challenge juggling the TREB presidency with his regular job and his family life.

“We all want more time in the day,” he says. Fortunately, his colleagues at Re/Max Ultimate leapt into the breach and “cultivated more leaders” within his brokerage, he adds. “When you trust others who care, they will rise to the challenge.”

There is no question that the times being what they are, especially with increasing levels of government involvement in real estate, Syrianos’ term was a busy one filled with change.

“A lot of different things were thrown at us this year,” he says.

“I think we accomplished a lot and worked to represent our industry properly, passionately

and professionally.”

Among accomplishments during his presidency, he cites “lobbying at all levels of government including pushback on a possible vacancy tax in Toronto; putting the brakes on mandatory home energy audits; serving on housing supply government working groups; and regulation of home inspectors and Condominium Act regulations.”

Regarding TREB’s longstanding dispute with the Competition Bureau over online access to housing market data, Syrianos says, “It is in the hands of the courts,” and that he has no comment.

He continues to promote the value of volunteering at TREB and in organized real estate.

“The goal of volunteering is to move the needle in a positive direction, to be the voice so no one else takes away your voice.”

Syrianos’ term has left him optimistic that TREB can provide “great insight” that can help the government enact smart policy.

“Having the opportunity to be shoulder to shoulder with members collectively while meeting with different levels of government on a variety of issues was special,” he says. “The future is bright for our industry.”

Of Greek heritage, Syrianos was born and raised in Toronto by parents who came to Canada “for a better life” and were proactive about making sure that happened. He initially went into real estate at the age of 19 at his father’s prompting and now has 29 years in the business under his belt. He never once considered any other career.

“I was in with two feet, two arms, head first.”

He survived a recession and claims to still get night sweats thinking about it.

In 1997 – a banner year – Syrianos joined Re/Max Ultimate and met his future wife, Mary.

They now have three children, all girls, so his is a household of women. (“I might get a male dog though,” he says, laughing.)

A consistent top producer and the recipient of numerous achievement awards, he bought the brokerage in 2006, despite the existing broker’s exclamations of, “Why? You’re a successful agent.”

Since becoming broker/ owner, Syrianos has grown Re/ Max Ultimate from 70 agents to more than 250 and from one location to three. (He owns all three buildings, feeling it sets a good example to his agents and the community.)

Describing what sets his brokerage apart, he cites a reputation for embracing change and technology and “always looking to the horizon.”

Tim Syrianos (Photo: Elijah Shark)

He states: “The purpose of the brokerage of the future is to drive business to the agents and help them achieve the type of career they envision.... Ultimately, we’re business partners.

Asked what he looks for in sales reps, Syrianos lists such traits as open mindedness, ethics, willingness to learn, an entrepreneurial spirit and adaptability.

“Broker/owners need to have an investment strategy and marketing program to have agents front and centre...Too many brokerages advertise their brand, their office. Our focus is on enhancing ways to put more eyeballs on our agents through marketing efforts, technology and social media. We are heavily invested into online marketing.

We have social media/marketing staff and a community manager who is constantly creating content so agents can leverage their platforms without having to research and create.”

As for the Toronto market, he believes it “was on the right track” and “moderating itself” before various government initiatives caused what he refers to as “a psychological shift.”

He is confident that, “People want to live in Toronto and that is not going to change...activity downtown will always continue to grow.”

technological and in areas such as governance of organized real estate. Syrianos believes that change is good, but also that similarities in the industry will always persist, while adding different layers.

“The human nature of the industry will never change...

The three levels of organized real estate haven’t changed,” he says. “At the end of the day what people remember is how you made them feel.”

In his opinion, in six months we will likely see activity improve week by week.

Speaking of change, once his time as TREB president winds down, Syrianos is considering doing a little something to mark the occasion besides catching up on his sleep.

There are many changes on the horizon in the industry,

“Maybe shaving my beard,” he says. REM

Representing beautiful homes in every category.

Greatness is fueled by passion. At Engel & Völkers, our passion is to create an unforgettable experience that is discreetly tailored to each of our clients, wherever they are in their home journey. We invite you to drop in, browse and see what a future with Engel & Völkers might hold for you.

Engel & Völkers Canada 2 Bloor Street West, Suite 700 · Toronto · ON M4W 3RI · Phone +1 416-323-1100 evcanada.com · info@evcanada.com

©2018 Engel & Völkers. All rights reserved. This advertisement is not an offering of a franchise, and where required by law, an offering can only be made 14 days after delivery of the applicable franchise disclosure document.

20 REM JUNE 2018

VIREB will donate $500 to each recipient’s chosen charity.

Lincoln Thompson honoured with Dave Hawkins Award

Ian Lindsay named Vancouver Island Realtor of the Year The Vancouver Island Real Estate Board (VIREB) has named Ian Lindsay as VIREB’s 2017 Realtor of the Year.

The award is presented to a member “whose dedication to excellence has had a profound influence on the professional image of VIREB Realtors and who has made significant contributions to the real estate industry,” says the board.

Now with Re/Max Anchor Realty in Qualicum Beach, Lindsay has had a long and successful career selling both residential and commercial real estate, the board says. He has applied his professional expertise to a variety of roles for VIREB, including serving on the arbitration and education committees. He has also been instrumental in the development of VIREB’s Commercial Division and Commercial Council, says the board.

An ardent proponent of giving back, Lindsay received a Realtors

Care Award in 2007 for his community involvement and charitable activities.

“I’m honoured to receive this award and consider it a privilege to be able to give back to my community and profession,” says Lindsay.

“Moreover, I recognize that positive results are only possible with the active support and belief of others. Thank you to everyone who has and continues to support me, our industry and our community in these endeavours.”

Three VIREB members receive Realtors Care awards Three members of VIREB received 2017 Realtors Care Awards recently.

The award recipients are Cody Dreger, Re/Max of Nanaimo; Ron Mehan, Re/Max First Realty, Parksville; and Lindy Skudnik, 460 Realty, Ladysmith. All three received awards for their commitment to the Realtors Care philosophy and principles, demonstrated by their generous volunteerism and community service. In recognition of their hard work and dedication,

The Dave Hawkins Award, which is bestowed annually by the New Brunswick Real Estate Association (NBREA), recognizes an individual who has made an outstanding contribution to their community and the real estate industry. The 2018 recipient is Lincoln Thompson, broker/owner, Royal LePage Gardiner Realty, Fredericton.

The award is particularly meaningful to Thompson because he received much guidance from Dave Hawkins in his early career.

“His personal stamp was his handshake – if he shook hands on an initiative, you knew you count on him,” says Thompson. “He was an icon in the industry and served as president of CREA and NBREA and was known as a man of utmost integrity, sincerity and knowledge and one who continuously gave back to our community.”

In his own way of giving back, Thompson has rallied his brokerage behind many Royal LePage Shelter Foundation initiatives, including raising more than $85,000 for a local women’s shelter, Women in Transition House, by organizing the annual Walk a Mile in Her Shoes event in Fredericton.

Thompson has served as chair for the Fredericton YMCA for

multiple years and was instrumental in raising awareness and support for a new YMCA building in his community. He has been a Rotary Club member, youth hockey coach and volunteer and a United Way Centre volunteer.

“I’ve been involved in many

organizations over the years and contribute my time solely to help make our community a better place. But this award exceeds any expectation of recognition I could have imagined and I’m completely humbled to accept it,” says Thompson. REM

Ian Lindsay

Ron Mehan

Cody Dreger

Lindy Skudnik

Lincoln Thompson and his spouse Donna Gardiner Thompson are flanked by Jamie Ryan, NBREA CEO, left and Robert Stewart, president of NBREA at the NBREA awards presentation.

BUYERS E M O H S T E L T A H T H E F R E E A P P T D C O M PA R E H O M E S .

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IS THE ROOF IN GOOD CONDITION?

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HOW DO YOU RATE THE NEIGHBOURHOOD?

With HomeScore, your clients can keep track of the homes they’ve seen through a unique rating system, compare favourites and add notes and photos!

Only from Visit HOMESCORE.AMERISPEC.CA to get started!

THANKS F O R C O NN E C T I N G W I T H U S It was a pleasure to host over 500 agents across Canada during our national events!

Here’s what our REALTORS® had to say about Sutton Spring Connect 2018: “As an agent in this ever-changing industry I appreciate these events so much! Thank you for bringing innovative and passionate speakers for us to leave and grow from!”

– SU Z A N N E Z A N IKOS RICHMOND, BC | SUTTON GROUP - SEAFAIR REALTY

“Sutton always does it right! Great lunch, great speakers and great networking party. Sutton, you rock!”

– SHA RON GR EYSEN WHITE ROCK, BC | SUTTON GROUP - WEST COAST REALTY

“After a few years in Real Estate Sutton has exceeded my expectations and provided me with the tools and experience to strengthen my profession.”

– ZAK K ASSAM SURREY, BC | SUTTON - PREMIER REALTY

“ I always pick up at least one important gem of knowledge from Sutton Connect.”

– R E B E CCA R E A WHITE ROCK, BC | SUTTON GROUP - WEST COAST REALTY

22 REM JUNE 2018

Engel & Völkers continues ‘phenomenal’ growth After only a few years in Canada, Engel & Völkers now has about 30 shops in the country and about 400 salespeople. By Danny Kucharsky

E

ngel & Völkers is on track this year to match or surpass its Canadian growth in 2017 when it opened 11 new shops and increased its sales transactions by 90 per cent, says CEO Anthony Hitt.

“We’re still very much in expansion mode,” he says.

For example, Hitt says the Hamburg, Germany-based brand is set to open a new Toronto office covering the downtown area. Engel & Völkers will also open an office in the Halifax market this year.

After only a few years in Canada, Engel & Völkers now has about 30 shops in the country and about 400 salespeople (a 22-percent increase in 2017 compared to a year earlier). Its sales volume increased by 79 per cent in 2017.

On a percentage basis, Engel & Völkers’ Canadian growth is outpacing growth in the U.S., where the brand opened about 25 outlets last year.

Hitt says, “2017 was an incredible year for us in Canada. That trajectory is not slowing down in any way in 2018 either. For those who want a certain level of service and

want to be part of a certain type of brand, we seem to be resonating with Canadians right now.”

He says Engel & Völkers’ expansion is well ahead of projections and its “phenomenal” growth proves there is a need in the market for a full service, international brokerage. “Canada is such a huge country (so) there’s a lot of opportunities,” he says. “We have this saying, ‘we are where our clients are in the best locations.’ But the reality is you follow the clients.

Our brand expansion has always worked that way.”

Hitt says the offering of real estate brands in Canada “has really diminished” in recent years, except for some of the regional brokers.

Engel & Völkers is attracting real estate professionals with a technology platform that connects them and buyers and sellers in Canada to the rest of the world, he says.

He says the company’s shop concept and training gives it an edge. “There’s been a void in the marketplace and high-producing agents have been very attracted to that and they seem to be doing

very well when they get here.”

He says all brands say they have incredible listing and marketing tools, but “I do believe we have best in class across the board.”

For example, Hitt says the brand’s Extensive Domestic & Global Exposure (EDGE) product goes beyond traditional syndication platforms when it comes to international exposure.

As “a progressive brand,” Engel & Völkers will be on the leading edge of some of the technology platforms, he says, as long as they provide experiences and are not just gimmicks. For example, Hitt is a proponent of virtual reality or 3D tours, which give home buyers the ability to have a different perspective on properties that may interest them. While not replacing the need to do walkthroughs of properties, it may help eliminate some properties buyers don’t think they need to see, he says.

“It’s been extremely successful.

I do believe we have a higher percentage of our listings now with virtual tours than virtually any other major brand.”

Anthony Hitt

Technology has been one of the company’s pillars, he says, “but we know exactly who we are and who we will continue to be. And that is first and foremost a company that helps buyers and sellers buy and sell real estate… and occasionally a yacht or plane as well.

“We’re a listings-centric company, we’re an agent-centric company and because of those things the top-producing agents – the listing agents – like this brand.”

He says many real estate brands have “kind of lost sight of who they are. One thing that we are very adamant about is that we do pro-

vide a brand experience, so we’re looking for advisors who will provide that brand experience on a global scale.”

He isn’t worried that factors that could put a damper on the economy, such as the potential failure of the NAFTA agreement, will have an adverse effect on the company.

In the luxury market, people who are buying and selling are usually going to be where they want to be.

“I don’t have any concerns about Canadian real estate longterm and in most cases short-term.”

He is unable to forecast how big he’d like Engel & Völkers to become in Canada. “We’re not a market share-driven brand. We’re really focused on the right people and the right places to provide the right level of service. We’re a big believer in leading with quality and following with quantity.

“We’re not going to move faster than we need to,” Hitt says, but “there’s a lot of opportunities and a lot of people who are looking for something different when it comes to their real estate professional.” REM

Facebook and protecting online privacy

By Elle Campbell

W

e are losing our trust in Facebook – but are we learning anything we didn’t already know?

I keep thinking of the (eerie) sales/marketing quote, “If you’re getting something for free, you likely are the product.”

If you haven’t lived under a rock during the last little while (or, if you’ve checked Facebook) you’ve likely heard of the escalating privacy breach. Revelations have surfaced that Facebook shared the data of 50

million users with the election firm Cambridge Analytica in the last U.S. presidential campaign. Adding their voices to the media frenzy are WhatsApp co-founder Brian Acton and Tesla CEO Elon Musk.

However, despite our fiercest battle cries to #deletefacebook, most of us won’t.

For many of us, Facebook is an integral part of how we socialize, network and do business.

And don’t forget, Google collects your data, too.

It’s creepy, it’s unfortunate, but there ARE ways to make your online footprint a little safer.

Here are three things you can do on Facebook to help protect your privacy online: Clean your online house: Do you know what your profile looks like? Check out your Settings >

Timeline and Tagging > Review > Review what other people see on your timeline, and click View As. This will show you what people see (public or friends, depending on who you choose) on your profile.

Remove any information you don’t want to be public.

It’s also a good step to go through your profile and delete old comments, unfriend strangers and remove any photos you don’t want up there.

Disable APU sharing: You know all those apps that allow you to sign in with Facebook?

Sure, it’s one less password to remember, but it also means that Facebook knows whatever you’re doing while you’re on that site. You can disable API sharing by going to Settings > Apps > Apps, Website and Plugins and click Edit. You can

control them from here.

Delete apps that can access your data: Go to Settings > Apps > Logged in with Facebook and delete any you don’t want.

This means that Facebook will no longer actively provide them with your data. You will need to contact the developer directly in some cases to clear what they already have on you. Facebook should provide this contact info for you, if you wish to pursue this avenue.

Data is arguably one of the most valuable commodities in the world today. We can’t control the fact that big corporations want it and will go to great measures to acquire it. But we can educate ourselves, we can push back and we can control what information we opt to share about ourselves online.

You might even want to find out what Facebook knows about you by downloading your data. Go to Settings and click Download A Copy of Your Facebook Data at the bottom. This could take awhile.

Don’t do it from your phone.

My advice? Stay vigilant and treat the internet – and your data – with the respect and caution it always deserves.

Elle Campbell is a Canadian entrepreneur, writer and founder of www.elleconnects.com, helping Realtors across North America market themselves on social media and through blogging. An advocate of “staying on the move” to keep inspired, you’ll find her in a yoga class, running or checking out different cities. Email elle@elleconnects.com; Phone (250) 816-0714. REM

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24 REM JUNE 2018

Competing agents are your best customers

By Tina Plett

T

here are a lot of weird things about the real estate profession.

Like working side by side with your direct competitors under the same unified banner. You’re on a team, but you’re also not.

Sure, there’s camaraderie, all of us being members of the real estate ‘sisterhood’, but here’s the thing. Sometimes sisters fight.

Insecurities, miscommunication and outright jealousy and fear can cause a lot of problems among humans. Even real estate agents.

Even competitors.

We can’t avoid it, really. So, the trick then isn’t to avoid competition or miscommunication, it’s trying to figure out how to disagree like grownups and compete

with sportsmanship.

I’ve seen my share of office feuds, both between agents in the same office and agents in different brokerages. Sometimes it’s frustrating to watch, other times it’s heartbreaking to see someone flush their reputation and professional relationships down the crapper for a measly paycheque.

I’ve seen people huff and puff about “how dare so-and-so talk to my client” when the truth is that was never “their” client. (Because first, people are not property to be claimed by real estate agents and second, saying hello to someone in the store does not a client or piece of property make. Rant over.)

I’ve also been to countless meetings with other agents and was met with snarky attitudes, snide comments and outright belligerence. Once I got over the shock of a fully grown adult behaving like a toddler in wingtips, I stored it in my memory as evidence of an important truth – one we all need to learn.

Agents, we need to get it through our thick, competitive heads, that we don’t need to steamroll and pull each other’s hair to make it! We need to realize other agents are our not our enemies – they’re our best customers!

Here’s why: 1) They cover you on a day off. Without some degree of teamwork (or shirking our clients), we won’t get a day off. We need each other. If you expect another agent to do anything on your behalf, you’d best maintain those relationships.

Someone whose client you poached, whose deal you tanked, or who you simply treated with disdain is not going to jump to help you.

2) They bring referrals.

Referrals from other agents is a huge resource for leads. Winnipeg agents occasionally send me leads so they don’t have to drive all the way to Steinbach for a showing. I absolutely want those! But, when I sell a house because of that referral, I absolutely give a referral fee

to that agent. I treat them well and reward them for their efforts to work with me. And the people they send my way? I treat them with excellence too. Know what happens? Those agents don’t hesitate to send me referrals in the future.

If I’d chosen to be snippy, cheap or treat their would-be clients poorly, I could not expect that referral source to keep flowing.

3) They understand loyalty.

Some people put a lot of energy into “protecting” their clients from being snagged by another agent. I have a list of problems with this.

Why would any agent put so much work into keeping someone who is so apparently disloyal (clients aren’t objects to be kept on a shelf anyway), when it’s so much easier, efficient and rewarding to work with people you like and who like you – clients and agents.

Cultivate those relationships and reap loyalty (and so much more).

We need every office to be willing to work with us – to be willing

to bring offers and show our houses.

If another agent thinks you’re a pain to work with, they might just resist showing your houses. They might just try to steer their clients to other options to avoid the unpleasant, sarcastic, snarky-attitude-ridden experience that is meeting with you.

4) Repeat business. Like… a lot. Another huge reason other agents are our best customers is because they can repeatedly write offers on our listings. A buyer or seller will only do business with us once every few years at the most generally, but a sales rep can do business with us many times.

Bottom line: We need each other. Let’s act like it.

Attentive from sign up until sign down, rural agent Tina Plett wins the affections of people near Steinbach, Man. with her unique blend of forward-thinking business savvy and down-home, countrified lifestyle.

Sutton Group-Kilkenny proudly calls her their own. www.tinaplett.com REM

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28 REM JUNE 2018

Dealing with challenging clients

By Ross Wilson ontinuing from my last column that addressed challenging clients, there may be instances when you’re not the right person to serve a particular client. Call it a personality conflict.

You may not like them, or they may not seem to like you (I know – how’s that possible?).

Before entering into a business relationship, formal or otherwise, determine whether you’re all compatible enough to work pleasantly in concert for potentially many months, if not years. Will you enjoy regular contact? If you don’t like them now, just imagine how you’ll feel in the future. It’s your call, but life is short. I advise against allowing obnoxious people into your life.

(The same is true in reverse if your

C

clients find your behaviour obnoxious.) Have a heart-to-heart up front, before the paperwork, and prior to investing any serious resources on their behalf. They might surprise you. Your forthrightness may bring out their better selves. Defensive walls could crumble and a bond could begin to bud.

After you’ve exhausted every tool in your intellectual arsenal, and your client continues to adamantly insist on a position, or you shudder every time you’re exposed to their negative energy, make a decision. Do you keep the client or terminate the relationship? Tough choice – or not.

Under the circumstances, if you’re emotionally unwilling or technically unlikely to fulfill your responsibilities – and enjoy the experience – consider expressing those feelings and seeking a release from the agency contract. If you feel it’s just a personality conflict, you could ask if they’d prefer to be represented by a colleague within your own brokerage or a competitor. If they eventually enter into an APS

with that peer, you’ll at least recover some costs from a referral fee.

During my career, I recall taking this route with a few difficult people and I was delighted with the result. After once offering to release a particularly challenging client, they seemed to find my advice more credible and me more trustworthy. When they realized I wasn’t just after their money, they magically transformed into pleasant, co-operative clients and respectfully asked me to continue as their representative.

On the other hand, if your client accepts your proposal for a new agent, process the paperwork and if necessary, introduce them.

Or if they stubbornly refuse to release you, document the advice they rejected. And depending on the gravity of the situation, have them sign a detailed acknowledgement. It might come in handy later if, for example, their property remains unsold. Or as I said, it might impress upon them the seriousness of the situation and motivate them to accept your counsel. If

you’re unable to resolve the problem, they may have a hidden agenda. In such a case, you may not want to trust them and limit your investment of time and effort.

During the initial consultation, do your best to determine the odds of successfully satisfying their wants and needs. Are their demands realistic? Are they of serious intent?

Will they sell or buy for fair market value or only if they get their price?

Is that price expectation realistic?

Will they make their home readily available and presentable for viewings? If buyers, are they committed to owning a home and available to view on reasonable notice? These are all serious “business” matters to be considered prior to accepting an agency.

Get to know them as best you can. Discuss your intentions and offer candid, honest advice. But above all, maintain your personal integrity and professional standards. If you sense trouble, let them find another agent. To paraphrase an old adage, set them free. If they return, they’re yours. If they don’t,

they never were. If you wish to successfully remain in business, keep the bottom line in sight. Make this protocol part of your business plan.

Our industry suffers from a huge attrition rate. Don’t be a statistic. If you accept someone as a client, whether stranger, friend or family, you decide if you’ll be able to work with them – happily and profitably.

If you accept someone you don’t like, will you still love yourself in the morning?

“The first step in exceeding your customer’s expectations is to know those expectations.”

– Roy H. Williams Ross Wilson is a retired real estate broker. He has extensive experience as a brokerage owner, manager, trainer and mentor. His book, The Happy Agent – Finding Harmony with a Thriving Realty Career and an Enriched Personal Life is available where print and e-books are sold, including the TREB, BREB, RAHB and OMDREB stores. Visit RealtyREM Voice.com.

Will legal home-grown pot hurt sales?

By Penelope Graham

T

here’s been much huffing and puffing over the legalization of recreational marijuana, with various groups – including the real estate industry – calling for the federal government to postpone the roll out of legal pot consumption until clearer regulations are in place.

One of the most hotly contested issues is that of home pot cultivation; under the federal legislation, Canadians can grow up to four plants within private residences.

This could lead to all sorts of unintended consequences, warns CREA, from physical damage to an unshakeable stigma that can devalue a home.

In addition to the potential for mould or electrical damage, the Ontario Real Estate Association (OREA) is concerned it will be increasingly difficult to disclose whether a home has been a marijuana grow site. And because there currently is no legal definition of what constitutes a grow-op (a fullscale operation or single potted plant could potentially be treated equally under the eye of the law), there is no official remediation standard to undo resulting damage.

That can leave homeowners, sellers or buyers with little recourse should their home be blacklisted by a lender or insurer.

According to new national survey data, when it comes to homes where pot has been puffed, buyers would rather pass. Nearly 47 per cent of 1,400 respondents across each province indicated they would think twice about purchasing a home where marijuana has been grown, even if it was within the legal limit.

Respondents from Quebec were most likely to not consider a home where pot had been present at 52 per cent (the provincial government has stated it will not allow athome pot cultivation at all, though this could be contested at the federal level).

Forty-eight per cent of respondents from Ontario and British Columbia, where home cultivation will be allowed, indicated as such, followed by 47 per cent of those from Manitoba and Saskatchewan.

Respondents from the Atlantic region were least likely to secondguess their home purchase, at 31 per cent.

Thirty-nine per cent of respondents also felt that increased marijuana use within a home would effectively decrease its value; Quebec again led respondents at 45 per cent, followed by Ontario, at 41 per cent. British Columbians and those from Manitoba/ Saskatchewan both reported 37 per cent, followed by Albertans and

those in the Atlantic provinces, at 31 and 26 per cent, respectively.

Thirty-two per cent of Canadians also indicated concern that living in close proximity to where legal marijuana is sold would negatively impact their property values.

As well, most respondents indicated they do not plan to grow their own marijuana at home, regardless of age group. While millennials are most likely to cultivate their own pot, at 19 per cent, 64 per cent indicated they would not.

Seventy per cent of Gen Xers say they will not be using their green thumbs (14 per cent plan to grow, while 16 per cent aren’t sure).

Boomers are the least likely, with 75 per cent indicating no, 14 per cent unsure and 11 per cent agreeing.

To address such concerns, real estate associations have made a variety of proposals to government to better provide clarity and protections for homeowners who may wish to cultivate pot, or purchase

one where it has been grown.

In April, OREA brought forth a five-point Action Plan for Cannabis Legalization, which included a call for an established remediation standard. It would require a grow home’s status to be placed on title until required repairs are made, as well as improved standards for home inspectors. OREA also proposed reducing the legal limit of plants from four to one in multi-residential units smaller than 1,000 square feet.

CREA has taken it a step further and called for the federal government to hold off on allowing indoor grows altogether “until the government can enact rules and regulations for the entire country”.

Penelope Graham is the managing editor of Zoocasa.com, a real estate resource “that uses full brokerage service and online tools to empower Canadians to buy or sell their home faster, easier and more successfully.”

REM

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Join the BLUE. coldwellbanker.ca/careers For franchising opportunities in Canada please contact: Mark Lindsey, Regional VP Franchise Sales | 1.800.268.9599 Coldwell Banker Affiliates of Canada. 5500 North Service Road, Suite 1001, Burlington, Ontario. © 2018 Coldwell Banker LLC. All rights reserved. Each office is independently owned and operated. Coldwell Banker and the Coldwell Banker logo are registered service marks owned by Coldwell Banker LLC. Each sales representative and broker is responsible for complying with any consumer disclosure laws or regulations, as well as applicable Real Estate Association rules and codes of conduct. Not intended to solicit brokers under contract.

30 REM JUNE 2018

How staging helps real estate agents What would it take to get the underperformers, the struggling or non-starters, to sit down with a certified staging professional and have a serious conversation about how staging will improve their business? table with eyes wide open, fully understanding the things they decided not to do may in fact jeopardize the sale. Certified stagers are coached about how to deliver the recommendations and overcome objections to make the most sense to your client and not offend them.

How else do stagers help agents’ business?

1) More memorable, impactful showings and open houses: If your buyer is seeing 10 properties today, how will they remember what they saw? First impressions happen in the blink of an eye and neuro scientists tell us every cell in a body has a memo-

By Christine Rae

S

taging properties is often thought of as a service for sellers. But there is another aspect to consider, and that is how staging helps real estate agents – their career, reputation and income.

An article by David Fleming, a broker with Bosley Real Estate David Fleming Group in Toronto, discussed agent production in Toronto during 2017. I think the results could be indicative of any major marketplace. He said in a market where there are many licensed agents (Toronto has 50,000) 34 per cent completed zero transactions and about 8,300 closed only one. That means 51 per cent of the licensed agents did one or fewer transactions. The average agent completed four transactions and spent $10,000 on marketing themselves and their listings.

I wonder what would it take to get the underperformers, the struggling or non-starters, to sit down with a certified staging professional and have a serious conversation about how staging will improve their business. Yes, staging helps secure and sell listings!

The National Association of Realtors says 97 per cent of potential buyers look at property online first (and 99 per cent of millennials). Most use a mobile device to search for properties.

They look at websites with photos, property listings and information about the buying process.

Then they contact an agent and visit 10 homes over several weeks before purchasing; most buying after they have seen six.

Staging vacant or occupied homes before marketing is crucial to ensure the best photo opportunity possible. Great photos ensure your listing hits the “must see” list.

We know seven out of 10 mil-

A dining room before staging……

….and after.

lennial buyers will willingly pay more money for “move-in ready” property. Why? The main reasons are financial.

They scrape all their money together for the deposit; don’t have cash flow to support renovations after move-in; can readily access long-term, low-rate mortgages, which makes it easier to afford a higher price point; and ultimately, they don’t have the skills to do the

work after they move in…. and they don’t want to learn. Sixty-six per cent of first-time buyers are millennials.

A great stager will not compromise the property recommendations based on agent fear, seller reluctance or budget restrictions.

What the seller does with the recommendations is entirely up to them – it is their equity at stake, but they will go to the negotiation

ry. To remember well, the emotions must be activated.

Emotions enhance memory and improve recall of important experiences. Emotion acts like a highlighter pen, emphasizing certain aspects of experiences, making them easier to recall.

Certified stagers do not simply focus on what the eyes see; they know all the senses need to be engaged and they know

how to do that.

2) Maximize the results of your marketing: Think about all the time, work and money you put into getting colleagues and prospective buyers to see a listing. Their first impressions count too. People only know what they see in front of them; if you are showing them toilet lids up, unmade beds, loads of clutter, photographs and personal belongings, they leave with impression they saw someone else’s house (not theirs) and there was no room for them.

Staged properties create first great impressions for buyers and agents.

3) Referrals: You know happy clients tell others about their experience and are more likely to refer. Are you aware there is a hidden market you will never tap into if you are not partnered with a stager?

About 40 per cent of a stager’s business comes to them directly from a seller. Someone who wants to sell at some point in the future but knows from research, experience or TV that if they want to maximize their equity they need help before listing.

They contact a stager first for advice. That stager works with the seller, sometimes for months, and when it is ready to list, the seller asks for a referral from the stager, to an agent they trust.

4) Lower DOM: Research and statistics prove staged properties sell in less time than those that aren’t staged in any economy.

Improve your reputation by keeping your promise to list and sell your client’s property while protecting their equity. Be known as the agent with the best listings!

Christine Rae, CSMP is president & CEO at CSP International Staging Business Training Academy.

She says, “certification for stagers is as vital as your license is to you.” www.stagingtraining.com/ REM

REM JUNE 2018 31

Is your business ready to embrace the new way of working?

The following is paid, promotional content.

The way in which we think about work has been changing.

Technology has opened up possibilities we could only have dreamed of 50 years ago. People can now work anytime, from anywhere. As a result, employees are increasingly demanding flexible working, and businesses are waking up to the benefits of such an arrangement.

Flexible workspaces create personal, financial and strategic value for businesses of every size, from some of the most exciting companies and well-known organizations on the planet, to individuals and the next generation of industry leaders. The power of flexible working is now being harnessed by many to increase productivity, efficiency, agility and market proximity.

At Regus, we partner with property owners and brokers, as well as business leaders, to help them tap into the increasing success of the flexible workspace industry. We serve the whole world of work, providing fully-serviced workspaces and transparent contracts, which include essentials such as utility costs and IT support.

We plan and position office infrastructure that is sympathetic to different business types and their needs. We think about the size of the space they might need, the power and data needs they have and how long customers might stay.

And then, of course, we ensure that when they leave, the needs of the next occupant can be easily accommodated in the same space.

From early stage tech start-ups and creative industries through to professionals in finance and large multinationals, businesses of all sizes and sectors are taking advan-

tage of our flexible workspace.

While motivations vary between organizations, there are common themes. Agility and the ability to scale quickly – both up and down – is particularly important for some.

Similarly, the need to keep overheads under control and cut costs is understandably of prime concern for many. By adopting flexible working, organizations are able to grow, unencumbered by the typical associated risks.

For example, most entrepreneurs want to concentrate on growing their businesses rather than spending time and money on real estate leases. But they can’t compromise on those essential elements that are expected of every professional business – best-in-class

IT, security and telecommunications capabilities. Even as a fledgling business they want to have a base where they can bring employees, potential customers and partners for meetings without letting down their brand.

The benefits to larger businesses are also now increasingly recognized – and in fact many of the world’s most innovative business success stories have a dedicated flexible workspace strategy. Of course, large corporations have a

requirement for a dedicated HQ, but by complementing this with a flexible workspace partner, they can realize numerous benefits. A business can move people into a new market quickly and take them out again when required. They can put their people close to their suppliers. They can do all of this without committing to long leases and expensive relocation costs.

Regus helps professionals to work how, where and when they require – empowering them to

improve productivity through personal choice. Workers also have the option to use services flexibly at their disposal, whether that be a fully-equipped meeting room for one hour or on a recurring basis.

It’s becoming more obvious that workers should be allowed to operate anywhere in the world and benefit from greater market proximity.

Having the autonomy to decide where and when they work will almost certainly lead to greater levels of satisfaction.

Happiness is great for business.

According to a recent study by economists at the University of Warwick, cheerful employees experience a 12% spike in productivity as well as noticeable improvements in collaboration and leadership.

The ideal workspace responds to when, where and how people work. Workers of all generations – not just millennials – are discovering the benefits of co-working and

With a range of office formats, as well as growing mobile, virtual office, and workplace recovery businesses, Regus is the world’s largest provider of flexible workspaces.

Customers include successful entrepreneurs, individuals and multi-billion-dollar corporations. To find out more, visit regus.ca

becoming more mobile. Offices need to be spaces that foster productivity, creativity and collaboration. Regus meets this requirement through the design of its global centers; while they draw from the same guidelines and aim for a consistent quality and standard, they use locally sourced products and are far from uniform.

We also prioritize social interactions, because we know that chance meetings – ‘creative collisions’ – boost productivity. So we place cafes right at the entrance when workers arrive. The entrance links to all the other areas, so that individuals feel more connected.

Regus has so far created a global community of 2.5 million likeminded professionals who are able to join local networks and knowledge-sharing events. Workers can find, manage and book workspace instantly, with easy-to-use apps that support all of their business needs.

We believe we’re at a tipping point, and that flexible workspace will continue to boom over the coming years as increasing numbers of businesses wake up to the benefits. One day soon flexible working will simply be known as working. Smart businesses are planning for it now.

32 REM JUNE 2018

How to improve your team

By Sue Styles

W

orking with a team may not appeal to every real estate agent, but those who persevere through the growing pains can enjoy support not available to the lone ranger.

When Calgary agent Sano Stante fell off his roof and broke his wrist, it put him in the hospital for a few days, but it didn’t affect his business. His trusted assistant of two years was well-trained and able to take ownership while the real estate professional healed under the medicine prescribed by his doctors.

A few summers ago, agent Donna Rooney needed heart surgery and had to take two weeks off from her thriving real estate business in Calgary to fly to a specialist in Toronto. Her clients didn’t even know she was away. Her team of three other Realtors and two administrative assistants kept the business churning as if she continuously had her hand on the wheel.

In 2017, Tanya Eklund, leader of the No. 1 team for that year in

Re/Max Real Estate Central’s Calgary office went into labour with her second child. Although she hadn’t intended to negotiate deals throughout her labour, she worked on three deals until her daughter was born! Some of her clients hadn’t even realized that she was expecting. Her team of four salespeople, two extraordinary assistants and a gifted nanny kept the status quo while Tanya paid attention to her new family member and recovered over the next weeks. Nothing was missed, clients were cared for and the business continued with the help of a finely tuned machine.

Let’s face it – life happens! And when it does, your business can be affected, whether you get sick, get married, have important events with children or need to be on hand to help aging parents. One challenge about working as a solopreneur is that YOU ARE IT. If you have ever wondered about the benefits of having a team – or if you are trying to build one but don’t know how to create ideal dynamics – here are the best practices I have seen teams implement.

1. Processes are defined and agreed upon. The foundation for your business rests on having succinct processes and systems. Your checklists should be simple, chronological and adhered to.

Everyone should understand the workflow and what is expected.

2. Ideally, I would love each new agent to have 12 months of administrative training (while they are not “full-time” busy).

Their opportunity in learning the best practices while gaining valuable experience is one of the best ways to fast track. They should also

Here are the best practices I have seen teams implement. be expected to discover ways to improve and differentiate using their fresh point of view.

3. Each agent adds their own “special sauce”. If two heads are better than one, then multiple personalities can be an advantage

when meeting new potential clients. If your personality isn’t a good fit, your teammate might help convert the lead. When you are in the safety of a group, you have more freedom to really express the best of your uniqueness.

4. You can share the costs of office/administrative support.

Many hands make light work and the more people sharing costs makes it easier on everybody.

Enough said.

5. The leader grows in their leadership ability. One thing I know for sure is that if you think you’re a leader, but no one is following you, then you are just taking a walk! Just like leading a church or any volunteer organization, when you build and grow a team, you put yourself in school.

The best way to learn is by doing.

Once you have your team in place, here are some of the best practices for success: • Implement regular team meetings (weekly or monthly).

• Task one agent at each meeting to share something and teach the others (a great way to learn is to teach).

• Commit to accountability amongst the group. Be intentional with goals and rise to meet them.

• Support one another, socialize together, appreciate your differ-

ences in the dynamics.

• Team mentorship!

Mentorship is a key to development.

Recently I was visiting the west coast admiring the beauty of the gigantic redwood trees. They have very small roots – no more than one-inch-thick and they are unusually short, going down only six to 12 feet.

If they were on their own they would be blown over in a mild breeze. But they join their roots with other redwoods and intertwine with other trees. The whole forest is strong and can withstand any storm. They are together in their foundation and each helps the other to stay upright when they couldn’t stay up on their own.

This is how your team can be, stronger together so that each one can grow to their full capacity.

Sue Styles has been in the real estate industry for more than a decade. She has managed a brokerage, teaches at the Calgary Real Estate Board and is a certified business coach, professional speaker and author. Her book, The Little Red Stick - What Gets Measured Gets Done reveals all the secrets of high producing agents. Email sue@maximizedresults.com; phone 403-8057710. REM

5 website tweaks to acquire new business

By Candace Schaffer he real estate industry is notoriously competitive, but that doesn’t mean it’s impossible to make your business stand out from the pack. These simple tricks for acquiring new business with your website can get your company noticed by the right people, earning you lifelong customers.

Here’s how to start: Use SEO: Improving your Google ranking is one of the easiest ways to get your business noticed by the right people in no time. By using SEO search terms, your business will be one of the first things potential clients see when they search for things related to your

T

business, getting your information in front of a far wider audience than you would be able to by trying to rank without them. You can easily find plenty of free SEO help online or use paid services like Moz to give you more insight to build an effective SEO strategy.

Add some high-quality photos with metadata: If you’re not using high-quality photos with metadata on your website, you’re missing out on a major opportunity to increase your business’s visibility and gain new customers. Highquality images can increase traffic to your site and increase the amount of time new and future

clients spend on your site. Better yet, by filling out the metadata on your photos with relevant search terms, you’ll give your website a little bit of a search engine ranking boost, too.

Add a blogroll: Backlinks from other sites are an amazing way to increase the amount of traffic to your business. Fortunately, there’s an easy way to get them: add a blogroll to your site. By linking to related blogs, you’ll provide those businesses plenty of incentive to host a link to your site, or even share your posts.

Add social media widgets: Social media is an invaluable tool

for any business, and fortunately, it’s easier than ever to add social media resources to your business website. By adding social media widgets for your Twitter, Facebook, LinkedIn or Instagram accounts, potential clients will have more to engage with on your site, possibly increasing the amount of time they spend perusing your content, and increasing your follower counts along the way.

Post frequently: One of the biggest ways businesses inadvertently kill both their search engine ranking and their following is by posting infrequently. By committing to posting at least once a week,

you’ll make your business more visible to new clients and keep your existing ones coming back for more.

Growing your real estate business isn’t always easy, but in the end, the rewards are well worth the effort. By putting in a little time to update your website now, you’ll open your business to an entirely new audience, earning a loyal customer base along the way.

Candice Schaffer works at Knightsbridge Park, a leading digital marketing firm for luxury real estate brands such as 90 Morton, 70 Vestry, 21 East 12th Street and 70 Charlton. REM

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34 REM JUNE 2018

W

hat started with the Association of Saskatchewan Realtors (ASR) contributing to a cause that touched the lives of people throughout the province quickly blossomed into a nationwide campaign and the formation of a partnership among three organizations.

The Tema Conter Memorial Trust (TEMA) and Wounded Warriors Canada (WWC) each offer support to first responders affected by tragedy, among their many services. ASR recently donated $28,000 to the Humboldt’s First Responders Fund developed by TEMA and WWC. When the ASR decided to contribute $5,000 to the fund, it invited the Realtor community to join them, with a heart-warming response. “We knew we had to do something. We’re a tight-knit community,” says Len Wassill, Saskatchewan representative for CREA. “I was getting calls from Realtors across the country asking how they could help.”

ASR staff spent an afternoon pinning green and yellow ribbons to take to the CREA Leadership Seminar and AGM. Between donations from the ribbons and an old-fashioned pass-the-hat campaign, over $4,000 was raised within minutes. Several real estate associations, from Vancouver to Windsor to New Brunswick and even the National Association of Realtors also pledged support, bringing the total (including donations made directly to the website) to over $30,000.

Donations to Support Humboldt’s First Responders Fund can be made at www.canadahelps.org/en/pages/supportsaskatchewans-first-respondersfund/. All funds raised will be used to provide mental health support to the first responders involved in the tragic events involving the Humboldt Broncos.

■ ■ ■

Barb Sukkau, a sales rep with

Royal LePage NRC Realty in St. Catharines, Ont., is the new president of the Canadian Real Estate Association. She succeeds Andrew Peck, who continues to serve on the Board of Directors as past president.

Sukkau is a former president of the Ontario Real Estate Association and the Niagara Association of Realtors. She has been working in the real estate industry for 22 years. She created the OREA Young Professionals Network, which now has more than 1,700 members provincewide in Ontario.

She is joined by president-elect Jason Stephen of New Brunswick and vice president Costa Poulopoulos from Ontario.

The 2018 CREA Board of Directors includes newly elected regional directors Cliff Stevenson (Alberta), Kari McBride (Atlantic) and Larry Cerqua (Ontario). They join Daniel Dagenais (Quebec), Roy Milley (Atlantic), Darcy McLeod (B.C.), Len Wassill (Saskatchewan) and Michael Barrett (Manitoba).

CREA’s board also has four directors-at-large, with newly elected Georges Gaucher (Quebec) joining Dianne Usher, Ron Abraham and Don Kottick (all from Ontario).

■ ■ ■

James Palanio of Penticton, B.C. has been elected 2018-2019 president of The British Columbia Real Estate Association (BCREA).

Licensed since 2002, he is an associate broker with Royal Lepage Locations West Realty in Penticton. He has served as a director at BCREA for six years and at the South Okanagan Real Estate Board for six years, as well as serving on numerous committees.

Joining Palanio as officers of the association are president-elect Michael Trites of Royal LePage Northstar Realty in South Surrey and White Rock, past president

Jim Stewart of 460 Realty in Nanaimo and CEO Darlene Hyde.

New Realtor directors are Anthony Bastiaanssen (Kelowna), Dan Morrison (North Vancouver) and Katherine Rutherford (Kamloops). Joining the board as a new public director is Kam Raman.

Returning Realtor directors are Ray Harris (Port Coquitlam), Kyle Hislop (Chilliwack) and Cory Raven (Vancouver). The returning public director is Mark Sakai.

■ ■ ■

CREA and Florida Realtors recently signed a memorandum of understanding that will see the two Realtor organizations develop a mutually beneficial relationship for their members.

Florida Realtors president-elect Eric Sain says, “Florida Realtors and CREA share common goals – we look forward to continuing our partnership and building more connections that increase business opportunities for all of our Realtor members.”

As part of the agreement, the associations “affirm the value of international collaboration and agree to exchange information in the general field of real estate, promote professionalism in the real estate industry and engage in other activities that provide mutual benefits.”

“Our Realtors will have the ability to share relevant research and statistics with one another, making it much easier to respond to inquiries in each other’s respective markets,” says CREA president Barb Sukkau.

allowed to grow up to four cannabis plants at a time. CREA says that under the right conditions, yields could reach over five kg a year. At that level of production, four plants have the potential to damage property, endanger atrisk populations and increase housing costs, especially for lowerincome Canadians, it says.

“We’ve heard from homeowners and tenants across the country who are worried about living beside grow-ops. What does this do to their home value? Will this increase their rent? How safe will their kids be? Will their quality of life diminish because of the preva-

lence of drugs in their neighbourhood? These are all concerns that need to be considered before the passing of Bill C-45,” says Sukkau.

Before Bill C-45 is passed, CREA says the government should provide a framework to provinces, territories and municipalities on regulations and guidelines for safe home cultivation.

CREA is asking senators to include an amendment to the bill that would put home cultivation on hold until provinces can enact new regulations and is suggesting that the federal government provide guidelines for those regulations. REM

From left Jason Yochim, CEO, Saskatoon Region Association of Realtors; Alisa Skalicky, president, SRAR; Katherina Symes, TEMA; Steve Topham, WWC; Ashley Turner, director, ASR; and Bill Madder, CEO, ASR.

■ ■ ■

CREA CEO Michael Bourque recently appeared in front of Senate Standing Committee on Social Affairs, Science and Technology to propose an amendment to Bill C-45 that would result in a moratorium on home cultivation of cannabis until the governments can enact rules and regulations for the entire country.

“We know fire chiefs are concerned about fires; police organizations are concerned with increased crime; municipalities have concerns about safety and cost; health authorities are concerned about vulnerable people exposed to fungus and mould,” Bourque said.

Under the federal government’s Cannabis Act, also known as Bill C-45, Canadians will be

Barb Sukkau

James Palanio

CREA CEO Michael Bourque appears before the Senate Standing Committee.

REM JUNE 2018 35

New REW Study Reveals Why Nurturing Online Leads is Crucial The following is paid, promotional content.

With online search becoming more intuitive and the explosive growth of mobile devices, the real estate industry has had to adapt to changing consumer behaviour originating online, while spanning a longer time horizon.

REW (Real Estate Wire) conducted a poll of 2,500 people across Canada, to learn what the path to home ownership looked like, as well as the key behaviour buyers undertook before purchasing a property.

31% of respondents who had purchased a home in the last two years, said they were thinking about buying a home for over 19 months before they made their purchase. For agents, this statistic tells us that establishing relationships online and nurturing leads is a long-term game.

Of those who had purchased a home in the last two years, 65% contemplated purchasing a home over a six to 24-month timeline, while 35% of respondents, first thought about buying a home in less than six months.

In order for real estate professionals to capture even a slice of that 65% segment of home buyers, establishing strong rapport and maintaining a consistent brand message is a must.

Marketing efforts should be in place prior to the initial point of contact, all the way through to the final buying decision.

Nearly 40% of those that had purchased a home in the last two years, started their search on a real estate portal such as REW.ca. This is followed by nearly 20% who used a search engine.

It’s easy to see why ranking high on search and being well-profiled on real estate portals is vitally important.

Consumers prefer to undertake their own research in their own time before consulting outside sources, as evidenced by only 14% reaching out to friends and family for their recommendations.

Real Estate Wire (REW) is a real estate portal providing buyers and sellers with a fast and easy home search experience, as well as the agent connections they need to take on their real estate goals.

Learn about REW’s suite of agents products designed to promote your brand and introduce you to new clients. www.rew.ca/advertise.

The majority of home buyers limit their search activity to few sites and apps. For agents, this means focusing digital marketing spend on channels that have the highest traffic and/or best targeted returns. Don’t spread your dollars too thin and try do everything all at once.

Of those that had purchased a home in the last two years, nearly 72% used a real estate agent to purchase their home, indicating that consumers continue to see a lot of value in having a professional guide them through the home search process. Whilst the initial search starts independently, agent expertise is required in tandem with the resources found online.

The home search process is changing, and agents continue to play a leading role throughout the journey.

Home buyers are fueled by data and information, with easier and faster access right at their fingertips. Making sure your brand and expertise are present throughout their process is crucial to success in today’s marketplace.

Every point of contact is an opportunity for agents and brokers to provide guidance and support, until that ideal moment when a prospective buyer or seller finally becomes your client.

36 REM JUNE 2018

Door knocking: What do I say?

By Alex Pilarski ou ring the door bell and you hear footsteps as someone is approaching to open the door. Your heart starts to race and you begin to sweat.

It’s a scary feeling, right? Let me walk you through a bullet-proof strategy so you can control your fear and get the results you are striving for when door knocking for buisiness.

Success in real estate is about meeting people, discovering their needs and helping them satisfy those needs. The more people you meet, the more people you will find who need your services. Door knocking is a great way to meet people. On average, you can knock

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on 60 doors per hour (10-per-cent open rate) and expect one appointment to discuss their real estate needs for every 100 doors knocked.

100 Doors = 1 appointment 6 appointments = 1 listing 3 listings = 1-2 sales, or about $30,000 in commissions Looking at it another way, each door knocked, whether answered or not, is worth $16!

Given a 10 per cent open rate for each door you knock on, what happens to those 90 per cent of doors that aren’t opened?

Never let an opportunity slip by because the doors weren’t answered. Bring a black-andwhite copy of a new listing in the neighborhood with your card stapled to it. Write “sorry I missed you” with your signature in pen.

If the door opens, it’s the moment of truth.

Keep it simple and introduce yourself. Then say, “I am canvass-

ing the neighbourhood to introduce myself and promote new listings.”

Here are some questions you can ask to plant some seeds for future prospecting: • “Municipal assessments will be out soon; do you need any help ensuring that your assessments are fair?”

• “The market has changed; would you like to see a current assessment of how much your home is worth?” They will either say yes or no but not to worry. It won’t be your last chance to plant the seeds.

• At the end, you can ask, “Would it be okay if I keep in touch with you to let you know about any new listings or sales in the neighborhood?” The person will more than likely agree, and you can get their contact information.

Once you have provided value, you can then ask: • “Have you lived in the neighborhood for long?”

• “We have a lot of interested buyers in the neighborhood. Do you have thoughts of moving?”

• “Do you know of anyone interested in selling their home?”

These questions have a twofold purpose. They allow you to determine their real estate needs and offer the opportunity of the person giving you referrals. Most importantly, you have broken the ice and you can follow up with them in the future.

Fear is a normal reaction to new situations, because we are nervous about the outcome. The psychology of what you are doing will help you overcome the fear. Focus on these key thoughts and overcome your fear.

• I am helping people with the most valuable asset they will ever have.

• I am providing valuable information.

• I succeed when I focus on activities, not results.

• I can’t make anyone want to

sell their home, I am just trying to find the one out of 100 who is considering it.

• I am making $16 every time I knock on the door!

Knocking on doors is a tough task and it requires having persistence and the right strategy.

Prospecting is the key to a successful real estate career. Set a goal of door knocking on 50 doors a day.

You will meet lots of people, make new friends and build a great career.

Remember, if it were easy, everyone would do it.

Alex Pilarski was introduced to the world of real estate in 1972. In 1985, he co-founded Re/Max Realtron with his brother Richard.

Together they have been awarded many top honours within the Re/Max system. He is also a certified mentor with Buffini and Company and Richard Robbins International. apilarski@remaxrealtron.com; phone 905-944-8800 x302 REM

Is your website a copycat?

And does it add value?

By Robin Wilding

T

oday’s modern online audience is significantly more sophisticated now than in the past. They are looking for more than just a property search (because they can get this in 1,000 different sites now) or a pretty design.

What people are looking for is an experience. In today’s connected – yet disconnected – society we’re looking to connect with something…or better yet, someone. And cookie cutter websites with property searches and calls to action like a free home evaluation simply aren’t cutting it any more.

People want to know who you are, what you’re about, what they

have in common with you and what you have to offer. Does your website portray that?

A “cookie cutter” website is one that doesn’t break the mould but simply copies it. The first and easiest way to tell if your website is cookie cutter is to look at it and think, “If I replaced my headshot and name, could it be any other sales rep’s website?” If you answered yes, you have a cookie cutter website.

If you passed the initial test, you need to do a deeper analysis and determine what your website offers beyond the bulk of your competition. Open up at least five competitors’ websites and compare them to yours (you may need an impartial eye to evaluate for you). Is yours stronger? Does yours showcase who you are and what you do better than theirs? In what way(s) is yours different?

Simply, if you were in the market

for a real estate salesperson, would you pick you?

If you have a copycat website, don’t fret; there are several ways to help you rise above the competition: 1. Leverage your life: People can search for a property anywhere these days. Let your differentiator be you. Highlight your personality and lifestyle. For example, if you’re a dog-loving mom of two who volunteers with Girl Guides, show that! People work with people they like. Don’t be afraid to show them who you are. Most people want a nice person (often someone who reminds them of themselves) who just happens to be awesome at real estate…not a slick person.

2. Use calls to action that aren’t the typical ones: If your calls to action are copy cats of your competitors and if they aren’t working, try something different.

Think of the most common things you’re asked by leads and clients and turn those into call to action/lead gen forms. For example, this might be investment properties for student rentals if you live in a university town, homes with legal basement apartments, homes under a certain dollar amount or homes on ravine lots or with big backyards.

3. Get better headshots: Is your headshot more than 10 years old? Is it in a cheesy power pose from the ’90s? Does it look like a ’90s Glamour Shots image? People don’t want to see a fancy suit or makeup, they want to see you.

They want to look into your eyes, from a clear, high-res image that looks like you. Bonus points if it has a disarming smile and/or makes you look approachable.

4. Highlight your skills: What makes you stand out? Is it your patience with buyers and sellers? Is

it your incredible negotiation skills? Is it your marketing platform? Figure out your differentiators in your market and let your viewers know…that’s what they are yearning for! That’s what turns them from website visitors to leads, then to clients.

A website that really highlights who you are, what you’re about, why to use you – and develops a connection with the viewer – makes a significant difference.

Robin Wilding is the creative mind behind Real Estate Websites Canada (http://real-estate-websites.ca),a boutique real estate online marketing company hyper-focused on lead generation.

She also runs the Facebook Group, Canadian Realtor Tech & Marketing, an ad-free group that has some great tips for sales reps and a forum to discuss things that have (and haven’t) worked for them. www.facebook.com/groups/ REM 560248634136535/

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The top 3 digital marketing mistakes in real estate

By Alice Soon

I

t’s easy to get overwhelmed with technology. From Snapchat to Blockchain, it can become a full-time job just sifting through new trends that will make the highest impact to your business.

With the path to home ownership changing, your online presence is crucial to your success.

More than 92 cent of home buyers start their home search online.

Optimizing search, online discovery and effective digital marketing strategies are key to differentiating your brand in the marketplace.

Most real estate professionals understand the importance of having a digital presence and online platform, but there are some simple mistakes that could cost you leads and revenue.

1. Stale content Yes, it’s very important for everyone to know you are in the real estate profession. However, it can quickly become stale if all you are posting are listings and photos of houses for sale. Content must be about your audience and not about what you want to sell.

Most real estate professionals understand the importance of having a digital presence and online platform, but there are some simple mistakes that could cost you leads and revenue.

It’s important to nurture your audience, even if they are not looking to buy or sell a house right this second. They still live somewhere, are a part of a community and will look to you, a real estate professional, to provide worthwhile and engaging content about where they choose to live. Build that credibility with them and when they are ready to make a move, they’ll think of you.

“It’s well and good to say produce better content, but what should I write about?” Because we all want actionable information, we’ve compiled some ideas: • Updates on new development plans in your area of expertise, such as new buildings, transit, parks and malls. Are they controversial or beneficial?

• Trendy new small businesses in the neighbourhood. It always helps to cross-promote other businesses and show that you really do know and care about your turf.

• Top schools in the area, local sports teams, dog parks – think about new couples, new parents and what information they care about.

• Insights or statistics about

your specific market – average home price, days on market, most/least expensive listing, most/least desired features of a home or beautiful, aspirational homes.

• Client stories. You have so many of these at your fingertips!

Take a short video of new home owners stepping into their house for the first time, or perhaps a before and after of how they’ve made it their own. Not only is this great content, but it shows that you really care about the people you work with.

2. Not leveraging video Video can be daunting, especially if you’re conscious of your on-screen persona. It’s an absolute mistake if you’re not using video of any kind. It’s easier than ever to make one (Hint: That rectangular device in your pocket or purse) and people don’t expect high production quality. What they do expect is authenticity.

We live in a highly visual age and having video content not only boosts your SEO, but it’s very simple to use on platforms such as

YouTube, Facebook, Snapchat and Instagram. Keep your videos brief (ideally one to two minutes max) and speak to a topic that interests you and your audience. Pro tip: If you’re posting a video and not a story, take the time to add in subtitles, because the majority of video content is viewed with no sound.

If you host your video on YouTube, make sure you create the appropriate tags, especially geographical tags and keywords that will help you on search. Any of the content suggestions mentioned above would make great video topics. Re-purpose any content you have into different formats and maximize your effort.

3. Not interacting digitally The adage, “If you build it, they will come” is still untrue despite the ease of social browsing and searchability.

The online community is very much like a real-life community – it thrives on interaction. Where we used to knock on our neighbour’s door or see them regularly at community events, today we post an encouraging comment on

Facebook or “heart” their travel photos on Instagram.

If you want your audience to engage with you on social media, you must do the same for them.

Ensure the engagement is thoughtful and informative to showcase your authenticity. “Love what you’ve done with the place Alice!” is 100 times better than a thumbsup emoji.

Audience engagement does not go unnoticed on social platforms – the more you engage, the better you’ll be ranked on Instagram’s algorithms, for example.

It takes time and effort to craft a consistent digital marketing strategy, but those who do will find themselves ahead of the pack in our increasingly digital world.

Alice Soon is the director of industry development at REW (Real Estate Wire), a real estate technology hub, bringing consumers and real estate professionals together through exceptional user experience and data insights. Passionate about marketing and technology, she aims to educate Realtors about effective digital strategies for business success. Email REM asoon@rew.ca

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40 REM JUNE 2018

THE LEBOW REPORT

By Barry Lebow

T

his is my continuing series about the future of real estate and teams.

Many of us, as mortals are apt to do, reflect and wish that we could have changed different aspects of our lives and fixed our mistakes.

As I come to half a century in real estate, I have an opposite outlook.

I muse about the future.

Yes, I have known a few 85to 95-year-old agents but few were truly highly active. In my case, from what I have garnered and observed about teams, I wish that I had another two decades head of me.

We live in an age of major change. We have multi-billion-

Teams and the future of real estate dollar companies with no true assets such as Uber or Airbnb. We book our trips and vacations online and seldom use an agent.

We cannot expect in this age of rapid change that traditional brokerage will survive as we know it.

As brokerage undergoes change, teams grow stronger, more independent and provide for better discipline, education, function and dominance than that of individual agents.

Recently I had lunch with Kathleen Black, a coach and a consultant to leading teams across North America. What I have admired about Kathleen, having known her a few years, is that she earned her knowledge in the trenches helping coach, train and expand hundreds of teams, including hands-on with one of the largest teams in Ontario and several that have been in the top one per cent of all Toronto real estate agents.

We had a great chat and in the end, she left me wishing that I had many years ahead as she excited

FAREWELL HEINO Dear Heino, Margaret and I, along with the management and staff at Colour Tech, bid you a fond farewell as you begin your retirement. Our long term relationship with you and the REM publication has helped contribute to our success over the years and we thank you for that.

You have provided the Real Estate industry with a wonderful service for almost 30 years now with dedication and integrity.

We, as many others have, developed a personal relationship with you that will never be forgotten.

Our best wishes go with you for a happy and healthy retirement.

Sincerely, Bob and Margaret Campbell Co-Founders Colour Tech Marketing Inc.

www.colourtech.com

me with her vision of the future of making it in real estate.

She first has a strong rule: she will only work with someone who has the mindset for success. There are basics, ways that work and ways that fail. A person who wants to build for the future must sometimes unlearn bad habits and bad sales techniques they picked up along the way.

and that includes constant training, the teams can expect four or five times growth. As Kathleen explained it to me, “No one can be strong in sales until they get their own house in order.”

As a student of real estate and having known top producers across Canada and the United States, I have always noted one consistent fact about them – they

The team culture must be strong and that starts with the leadership.

It starts with being a leader and that does require a strong personality, hard work and training.

One thing that is evident, Kathleen explained, is that as she crosses North America, there are differences about how real estate is sold, differences in boards and in working within the industry.

One must be in conformity with their community.

A good team leader must develop a mindset of creating a culture within their team that makes all team players thrive and survive. The team culture must be strong and that starts with the leadership.

No successful team can exist without strong and workable systems. There are zero magic pills to success, yet too many agents flock to hear the latest thing, then pay for it and it fails to fly.

When systems are worked,

Legal Issues Continued from page 10

change dramatically, which could result in buyers no longer being able to qualify for a mortgage or not being able to sell their existing home for the price they expected. This happened to many buyers in Southern Ontario in 2017. Try and keep your closing dates at 60 days to prevent this from happening.

4. Be diligent in advance of finalizing any agreement. Make sure you check the details of any

have systems and they are organized. That does not mean they do not have a great assistant who keeps all in order, but order must be in place.

Building a team is not going to happen overnight. It is a slow journey and one that builds and builds. Some teams have failed because, frankly, their leader is not a real leader of salespeople.

They just are not leadership material. They lack the drive and the care for others. They have no business plan and worse, not enough sources of new business.

Building a team, as Kathleen pointed out, is akin to laying a solid foundation under a building. Once the foundation is strong, so is the structure that rises above it.

How does Kathleen see the future unfolding? First, she rental contract before you prepare any offer. Can it be assumed by the buyer or will it have to be paid out on closing? Make sure you actually see the parking and locker units in a condominium that are supposed to come with the unit. Disclose any issues in advance to any buyer, whether it involves a basement unit that is not properly retrofitted or a boundary line issue.

5. Solve any problems that arise. No matter how much you prepare, things happen in a real estate deal and you need to be able to solve them. If there is damage

believes that as more and more teams grow and become more dominant in their markets, the individual agent will struggle more and more for a market share.

It will be hard for an individual to invest heavily in technology, training, advertising and promotion, and have various expertise and be truly efficient. Teams speak a similar language and belong to a similar culture.

I had the pleasure a few years ago of being a keynote speaker at one of Kathleen Black’s Ultimate Team Summits. I learned so much from the lunches and dinners with those who attended, and I was in envy of those much younger than I (most of those in a room usually are much younger than me) who were embracing the new model and who were growing. I envied their energy.

Go to https://kathleen speaks.com/ and consider attending Kathleen’s next summit in November.

Those of you who have many years ahead of you and will be laying your own foundations for the future. You have my envy.

In August Barry Lebow will complete his 50th year in real estate.

He has had an extensive career and has been accepted by Canadian courts as an expert in real estate matters in more than 500 trials. Founder of the Accredited Senior Agent designation program, he is an international speaker and an award-winning broker at Re/Max Ultimate Realty in Toronto. At 71 years young he is recognized by Re/Max for being in the top five per cent of Realtors in Canada. Email barry@lebow.ca REM

before closing, take a picture, get an estimate and either have it fixed or provide an appropriate credit.

Work together with the other agent and the lawyers to make sure everyone is satisfied with the result.

In my experience, when you solve the problem before closing, it results in happy buyers and sellers after closing.

Mark Weisleder is a senior partner, author and speaker at the law firm Real Estate Lawyers.ca LLP. Email mark@realestatelawyers.ca or call toll free 1-888-876-5529. REM

THANK YOU HEINO! Your consistent voice and many contributions have helped shape the industry we love to work in.

Enjoy your retirement!

www.lwolf.com

42 REM JUNE 2018

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By Dan LeFave

I

am getting eaten alive by mosquitos in Jamaica thanks to Napoleon Hill and my mentor Bob Proctor. It’s pitch dark and I am on a terrace pacing up and down, reading by the light of my laptop while swatting mosquitos. I am on vacation with my family, but I have this little distraction called persistence.

In 1996, I picked up a copy of Think and Grow Rich by Napoleon Hill. I read it once but put it aside.

Fifteen years later in Los Angeles, Bob Proctor challenged me and a room full of hopeful coaches and trainers to read the persistence chapter from Hill’s book for 30 days straight. I was paired up with two other coaches and we prepared to get started. We divided up the chapter in bite-size chunks of about two pages each and committed to getting on a daily call to read.

I flew home full of excitement that I was going to learn from one of the greatest thinkers and teachers of our time. We began reading and only a few days later I ran into my first challenge to keep this habit going.

I went on vacation with my wife and two boys and was totally distracted. However, because of my strong nature to commit and complete challenges, I figured out how to fit in reading late at night after my boys went to sleep. I remember reading by the light of my laptop pacing up and down on a terrace trying to keep the mosquitos away.

A couple of weeks later, I returned home, and we continued our daily routine of reading “persistence” consistently. We read this chapter for 30 days and developed a rhythm. Then we did something that no other group that Bob put together even considered. In fact, no other reading group even lasted 30 days. We decided to read the following chapter in Napoleon’s

Study successful business leaders and you’ll discover their unique ability to consistently and persistently do certain practices that drive their lives forward. book. And we continued to read chapter after chapter for 30 days, never stopping, without excuses.

We finished reading the entire book several months later and decided that we liked it so much that we started again at the beginning. Month after month we kept going strong, reading every day. No excuses. Consistently reading and studying one of the greatest books ever written on success and human potential.

If one of us had a challenge making it on the call, we simply co-ordinated and found another time. Unfortunately, we lost one member due to her father becoming ill and passing away. But that didn’t deter us. The other two of us kept going every day through vacations, holidays, illnesses, thick and thin reading every day regardless of circumstances. It didn’t even matter if I was on the other side of the planet.

Mark and I have been reading and studying the world’s greatest teachers for more than 2,300 days.

We started with the “persistence” chapter and we are living proof of Napoleon’s powerful message of almost a century ago.

The way to persist and win in life and business is to commit and be consistent without any excuses.

Reasons are the same thing as excuses and cause us to follow a path that appears to be easy.

However, what seems to be the easy way is the hardest way because there isn’t any growth. It leads to a self-imposed caged life.

The price we pay for being persistent is that we make our reading mastermind a priority over other things like family time. However, what we gain is far more valuable, because consistent practices lead to a constant flow of successes. How many people do you know who would pursue reading and study-

ing great thinkers repetitiously for years?

Study successful business leaders and you’ll discover their unique ability to consistently and persistently do certain practices that drive their lives forward. They are living a full life and writing their story by persisting in their practices without exception. They carve out time in their life to study and learn so that they can grow and expand.

It’s not an option, it’s a necessity for fast-moving leaders.

Would you like to experiment and begin a persistent practice of studying and learning from great leaders? If yes, pick a reliable mastermind partner and a good book that you want to study and know and get started. You need to choose a book that you want to understand at a deep level because it will keep you motivated and will leave you feeling more intelligent.

The best thing I receive from reading daily like this is experiential opportunities. Since I am focusing my attention repetitively on specific information, I attract and experience events in my life that allow me to learn and teach more about the book. Think and Grow Rich has become part of me and is impacting my life and the lives of people that I share it with.

Now it’s your turn!

Dan LeFave is the “Prepare for Success” coach, No. 1 best-selling author, speaker, habit-changer and the creator of the online program Live Without Limitations – Five Easy Steps to Release Old Limitations and Balance Your Life. He has been profiled on radio shows, in magazines, articles and podcasts, from Manhattan to Vancouver. Dan’s motto is, “Thoughts become untangled as they pass through your lips and over fingertips.” www.danlefave.com REM

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The Unexpected Decision that Catapulted this Rookie Canadian Real Estate Agent from Zero to the Top 6% of the Industry Markham, Ontario Real Estate Agent Reveals How She Changed Brokerages Twice Before Finally Finding the System that Has Grown Her Business by 557% in the Last Two Years Real success in any business means not only healthy earnings, but also time off to enjoy life. The fact is, however, that most Canadian real estate agents sacrifice their entire lifestyle in pursuit of success and, ironically, instead of gaining more freedom, they become slaves to their real estate business.

If you don’t have a real business system, you don’t really have a business at all.

What you have instead is a “job�, and for many, it’s a really bad job: one that consumes your time, keeps you away from friends and family, and doesn’t pay enough. Even though you work so hard, it’s just so random. Some days you win.

Some days you lose.

The fact is that agents leave our industry in droves, not because they’re not great at working with clients, but rather because they don’t have enough clients to work with. They don’t have enough leads, they don’t find enough time to properly follow up and thus convert their leads, they don’t know exactly why they win or lose a listing. Even though they work very hard, too much is left to chance. Trying to “do it all� without a clear understanding of what works and what doesn’t ultimately sows the seeds of failure for many.

A profitable and “real� business MUST be based on solid systems. In real estate, that means a system to generate leads, a system to convert those leads, and a system to convert qualified prospects into paying clients. Every successful business in the world, from McDonalds to Amazon to FedEx, is based on proven and duplicatable “systems�, and the agents who achieve mega success in our

industry have done so on the strength of solid, proven, efficient business systems.

As revealed in the profile of Markham, Ontario agent Roza Shafabakhsh on this page, and of multiple other agents you can read about at www.LearnFromTopAgents.com, creating a highly profitable real estate business is certainly possible, regardless of whether you’re a brand new agent or have been in real estate for years, whether you’re a man or a woman, a solo

agent or team, whether you live in the U.S. or Canada, and regardless of which franchise you’re with. Each of the agents profiled credits the same real estate system as being responsible for their success: The Ultimate Real Estate Success System pioneered by Canadian Real Estate Coach Craig Proctor.

Not only is Craig Proctor’s real estate system responsible for more Millionaire Agents than any other coach or trainer, but Proctor was a highly

successful AGENT himself for more than 20 years right here in Canada. As you may know, he was twice named the #1 RE/ MAX agent in the world and was in the top 10 for RE/MAX International for 15 years. In fact, for 6 years straight, no one listed or sold more homes in the Greater Toronto Area than Proctor did. (Source: TREB Statistics). No one in Canada has sold more homes than Proctor has, and by sharing the system he used to achieve his own success, he’s been able to help over 30,000 agents worldwide to transform their real estate jobs into highly lucrative real estate businesses that don’t come at the expense of high lifestyle costs.

If you do not have a clear, detailed business system (key word, system) that you are using to move methodically to your goals‌a plan you could show a banker or investor or

new partner or key associate‌ a plan you have reasoned, complete confidence in, then why wouldn’t you examine Proctor’s Ultimate Real Estate Success System – for free?

For a limited time, you can have a “sneak peek� at what your real estate business could look like by attending Proctor’s upcoming Free Discovery Day (visit www.LearnFromTopAgents.com for details). Yes, Craig Proctor will openly share with you how he became Canada’s top agent.

Learn from a real doer, not a talker. Craig will share “real Canadian real estate strategies� with you that actually work. No theory, ideas or motivational hype. At this 3 hour meeting Craig Proctor will spill the beans and share with you exactly what to do and what it takes to be a Super-Successful Real Estate agent in Canada.

For more information, visit: www.LearnFromTopAgents.com

Read More About Successful Canadian Agents Like Roza at www.LearnFromTopAgents.com

Roza Shafabakhsh, (Markham, ON) Royal LePage Your Community Realty, Brokerage

Byy

Roz Rozaa

Shaf Sh afab abak akhs hsh h

“When I started real estate 4 years ago, the idea of a career in sales really scared me. I had worked hard to attain a Mast Ma ster ter of of Art Arts ts iinn En Engl glilish ish literature. I was certain I would be teaching English as a second language.

My other career goal was

to become a TV or Radio host and hosting events. “I have an education, but despite that the change in career to selling houses was very scary and frustrating for me. I had zero training in salles andd I was comppetitingg for business in a market that has 40,000-50,000 agents. “The reality is that I made

I changed brokerages and spen sp entt th thee ne next xt yyea earr ma makking cold calls, knocking on doors, and doing everything the brokerage recommended. That year, I successfully did $65,000 in commissions. “T The nex nex extt ye year ar I cha chang ngged brokerages once again, but this year I added something far more valuable than just a new brokerage. This was

the year I came to a Craig Proctor eventt, mett andd got to know Craig and decided to let him train me on how to run a real estate business properly.

inspired me. “I gott tto associiate t with ith the top agents in the industry in both Canada

helped me adjust my

“The system changed my mindset.

It gave me much confidence, taught me a systematic way to operate, and gave me an abundance of successful strategies.� “C Cra raig ig cha chang nged ed m myy mindset. He gave me much

systematic way to operate, and he gave me an abundance of systems andd su an succ cces essf sful ul sstrtrat ateg eggie iess.

I was thrilled to work with one of Craig’s coaches, Wally Kerr, who held me accountable and also

thin th inki king ng aand nd m myy ha habi bits ts.. “I“In 20 2017 17 I ddid id $$21 2122,00 0000 in GCI (over twice what I had been doing) and our forecast for 2018 is to add another $150,000 to that (a p ojjec pr ecte tedd 70 70% % in incr crea ease se).).) “Thanks to Craig, his system and his coaching team, I’m now excited to be an active agent.�

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44 REM JUNE 2018

million, the company says.

■ ■ ■

Good Works R

oyal LePage Turner Realty sales reps Roberta Primmer and Karen Pomeroy raised $8,000 at a Masquerade Ball in support of the Royal LePage Shelter Foundation in Happy Valley-Goose Bay, Labrador.

Nearly 200 guests attended the event and enjoyed an elegant meal, auction and “best costume” contest. Primmer and Pomeroy also took a moment to present the beneficiary, Libra House, with a cheque representing their commission donations.

“We received such incredible feedback from our community,” says Pomeroy. “There is already buzz about next year’s event and an excitement about supporting our local women’s shelter.”

■ ■ ■

Vantage West Realty in Kelowna marked its 10th anniversary with a donation to provide housing for those in need.

The brokerage marked the milestone with a celebration with clients earlier this month, where $25,275 was raised for the Karis Support Society through donations and a live auction.

The society provides a home and counselling for women struggling with addictions and mental health challenges. The non-profit organization is the only recovery program in the Okanagan to offer safe housing to women and their babies.

Vantage West Realty was founded by A. J. Hazzi in 2008 and has grown to a team of 30, with annual real estate sales of $250

When a “jersey day” was held across Canada to honour the victims of the Humboldt Broncos bus crash, sales associates and staff at Sutton Group - Lakefront Realty in Vernon, B.C. decided to hold an impromptu ball hockey game in the parking lot.

They set up nets, put up signs and invited the public to participate.

“We are doing this for national Jersey Day in support of the Humboldt Broncos and their families following the tragedy,” sales rep Dave Forai said to local media. “It’s to support the Humboldt families.”

From left: Sales reps Dave Forai, Aaron Luprypa and Debbie Steenkamp; Alilsha Antisin from Vernon Active Health; sales rep Mark Nichiporuk; and office manager Tara Sopel.

Some enthusiastic swimmers at the annual Rotary Oake Swimathon held by Century 21 United Realty in Peterborough, Ont.

■ ■ ■

The annual Rotary Oake Swimathon held by Century 21 United Realty is a favourite event in the Peterborough, Ont. community and always gets a great turn out. This year, the 32nd annual event raised $51,222 for local charities, pushing the event total to nearly $1.2 million.

Broker Vanessa Oake Hogan says she is happy to carry the torch

Royal LePage Performance Realty sales rep Nick Fundytus and office manager Cristina Panuccio present $2,756 raised at their charity bonspiel.

Royal Masquerade Ball organizers and Royal LePage Turner Realty sales representatives Roberta Primmer and Karen Pomeroy.

Vantage West founder A. J. Hazzi with Philippa Douglas of the Karis Support Society and Nick Hazzi, senior partner at Vantage West.

The Century 21 B.J. Roth “Dancing with the Stars” event raised $75,000.

Organizers of the Royal LePage Calgary Shelter Foundation’s 11th Annual Charity Golf Skills Challenge, from left: Madison Jager, Alex Bradley, Maureen Yeasting, Andrew Hanney, Jessica Carling, Josh Nelson, Jim Hughes, Sharon Bercuson, Rob Smith, Cliff Keveryga, Kim Bryce and Michael Melstad.

Robin Evans

REM JUNE 2018 45

her father handed her this year.

“I’m very honoured to be carrying on something that my dad started over 30 years ago.”

Easter Seals Ontario received 25 per cent of the total. The money will help send kids with physical disabilities to camp, as well as helping parents afford mobility equipment.

“It is incredible to see how much the Swimathon has grown in the past 32 years. It used to just be me swimming to raise money for Easter Seals, now we have the support of an entire community,” says former Century 21 United Realty broker Carl Oake.

■ ■ ■

It was a dazzling night of incredible dancing with local Barrie, Ont. celebrities paired up with dancing professionals. The 8th annual Dancing with the Stars for Easter Seals, sponsored by Century 21 B.J. Roth, has become a favourite event in the community and always attracts a great audience. This year it raised $75,000 for Easter Seals.

“We are so grateful to be a part of such a passionate community and to see so much support for Easter Seals year after year,” says Bernie Roth, owner of the brokerage. It has been the top Easter Seals fundraising company in Canada for the past four years. Over the past 10 years it has raised $822,771.

■ ■ ■

The Hurry Hard for Shelter charity bonspiel, hosted by Royal LePage Performance Realty sales rep Nick Fundytus of Ottawa, raised more than $2,700 for the Royal LePage Shelter Foundation.

Eleven teams participated in the fun and friendly tournament and raised additional funds through a silent auction, 50/50 draw and donations. Proceeds were directed to Ottawa women’s shelter Nelson House.

“Family violence is too often invisible to the public eye and our work allows us to raise awareness and help those who might otherwise not be seen. I’m very proud to support that effort,” says Fundytus.

“Our bonspiel went so well that we’re planning to make it an annual event.”

■ ■ ■

The Royal LePage Calgary Shelter Foundation’s 11th Annual Charity Golf Skills Challenge raised $22,500 for local charities supporting women and children.

The event featured four men’s and ladies’ skill events, an unlimited driving range, a silent auction and a buffet dinner. Proceeds will benefit the Calgary Women’s Emergency Shelter and the Children’s Cottage Society.

“A huge thanks goes out to all of our sponsors, suppliers, agents

and volunteers for making this year’s event our best fundraiser to date,” says organizer and Royal LePage Benchmark sales associate Josh Nelson.

■ ■ ■

The 9th Annual Robin Evans Bradford Charity Golf Tournament in memory of Gary Colangelo (a York Regional Police superintendent) will take place on Friday, June 1 at the Harbour View Golf & Country Club in Gilford, Ont. The tournament has raised more than $155,000 for a variety of causes including the War Amps, the Bradford Food Bank, a school breakfast program, seniors who require in-home care, people with disabilities, palliative care, a reading program at Chris Hadfield Public School and more.

Organizer Robin Evans, a sales rep with Sutton Group – Future Realty is inviting sponsors and volunteers to help make this year’s tournament another success.

“I am offering a $10,000 holein-one prize as well as approximately $8,000 in other prizes – many of which are provided by sponsors,” says Evans. “That really helps to minimize costs so that I can donate as much as possible to charities.”

To sign up as a player, volunteer or sponsor, contact him at 905953-6200. REM

Carlie St. Amant, Owner

Congratulations, Carlie St. Amant!

With the support of Dan Gray and Marie Leblanc, Carlie St. Amant has become the new owner of RE/MAX Sudbury Inc. Carlie has been a Realtor since 2014, and has been working closely with Dan and Marie as they have grown RE/MAX Sudbury, a well established brokerage in the area since 1980. Dan and Marie have been committed business owners, and the strong client base of RE/MAX Sudbury speaks to their values of customer-service and community engagement.

Making the decision to become a RE/MAX owner was an obvious one for Carlie – when she first entered the business, Carlie only wanted to work with the best. RE/MAX has the biggest market share in Sudbury and it has always been the name that comes to mind when thinking about real estate. Along with this, being part of the RE/MAX network has provided Carlie the If you are interested in ownership opportunities with RE/MAX, the largest most productive real estate brand, contact Jennifer Dominey at 1.647.519.7735 to arrange your confidential meeting, or visit remaxintegra.com.

Take an inventory of your skills

By Richard Duggal

“A

coach is someone who tells you what you don’t want to hear… and has you see what you don’t want to see…so you can become the person you’ve always known you can become.” – Tom Landry, Hall of Fame coach of the Dallas Cowboys.

Pretending to be a seller, I interrupted an agent yesterday as he was walking through the kitchen by asking him, “Why should I choose you?”

He was surprised, but I was teaching him to be ready anytime, anywhere!

Last year had lots of highs and some lows, yet a lot of agents had their best year ever. The question is, was your increase in business because of the market or was it because of your skills? If the market went up 20 per cent but your sales went up by 15 per cent, did you really get better?

It’s a good time to take inventory of your skills and make a plan to improve your ability. Rate yourself 1-10 in the following areas and then set a goal for your improved number.

1. Time management

2. Prospecting 3. Past clients Centre of Influence 4. Pre-qualifying 5. Lead follow-up 6. Listing presentation 7. Pricing property 8. Handling objections 9. Closings skills 10. Negotiating Here’s what to work on: 1. Write out a realistic business plan 2. Create a weekly schedule 3. Develop a daily prospecting routine Continued on page 46

opportunity to work alongside a number of respected and successful individuals.

With Carlie at the helm, training and education are to be the forefront of the brokerage’s values.

Carlie wants her agents to feel like RE/MAX Sudbury Inc. is a place they can advance their skills and focus on professional development, regardless of what skill level they begin at.

Thank you Dan Gray and Marie Leblanc for your commitment to RE/MAX and all that you do.

Congratulations Carlie on the exciting path ahead! We cannot wait to see your continued and future success in real estate.

RE/MAX Sudbury is located at 293 Larch St, Sudbury.y.

remaxintegra.com

Pictured: Daryl King The Daryl King team is located at 9050 Yonge St #100, Richmond Hill, ON.

Please join us in welcoming Daryl King and his team to RE/MAX! Joining RE/MAX Hallmark Realty Ltd. in Richmond Hill, the Daryl King team will continue to service the Toronto-York region.

Daryl King is a 31-year vet in the industry, with an impressive number of awards to his name.

Joining him at RE/MAX Hallmark, will be his team of 43 registered agents, administrative staff and marketing team – a robust sales team that is a force to be reckoned with. Having been one of the first teams in Canada over 20 years ago, Daryl knows the value of training, coaching and mentoring, which is why they are ranked as the number one real estate team in York Region.

Having worked for RE/MAX in previous years, Daryl is no stranger to the power-brand. Our If you are interested in ownership opportunities with RE/MAX, the largest most productive real estate brand, contact Jennifer Dominey at 1.647.519.7735 to arrange your confidential meeting, g, or visit remaxintegra.com. g

global presence and worldwide affiliations will allow him to refer agents and clients – something that will ultimately help him continue to grow his ever-expanding business. However, it is a commitment to great service that remains his number one priority, both personally with clients and for his team.

With the addition of the Daryl King team, RE/MAX Hallmark and their group of companies continue to grow throughout Ontario with 17 offices across the GTA, York and Durham Regions and Ottawa.

Please join us in congratulating Ken McLachlan, Debra Bain and Steve Tabrizi of RE/MAX Hallmark Realty Ltd. on this impressive addition, and welcoming The Daryl King team to the RE/MAX network!

remaxintegra.com

46 REM JUNE 2018

Is home staging necessary?

By Nina Doiron

W

hat’s really being asked here is, can a property be sold without it being staged? And the truth is, yes it can. There’s a buyer out there for every property if they deem that the price they’re willing to pay equals the value they will get. What this means is that your listing can be sold without it being professionally staged, but it may take longer, and your client may not be able to get the price they are after.

It is a common practice to recommend a price reduction of two per cent for every two weeks that a property is not sold. For example, if a property is priced at $500,000, a two-per-cent reduction means $10,000. If it doesn’t sell then, another two per cent is recommended, which equates another $9,800, bringing the total reduction to $19,800 after

four weeks on the market.

According to Barb Schwarz’s stagedhome.com statistics, home staging can help reduce a property’s listing time on the market by 30 to 50 per cent and could deliver a price that is six to 20 per cent more than a vacant home or a home that is not properly staged.

Based on statistics from the Real Estate Staging Association (RESA), staging a 2,000 to 2,500-square-foot vacant property can run from $2,950 to $5,250 in Ontario. Staging an occupied property of similar size can cost anywhere from $1,400 to $2,700, depending on the condition of the homeowner’s furniture. That’s a small investment if it can help to sell the property faster and fetch more money for it.

The alternative is do nothing and keep reducing the price of the property until it sells. Using the price reduction example above, having the property staged equates to a saving of approximately $14,550 to $18,400. In this scenario, both seller and agent made more money.

Home staging has been around for a long time for luxury properties, but it really took off and became popular as a real estate marketing strategy in the late 2000s when real estate became a buyers’ market…our current market.

People lead busy lives. They don’t want to walk into a home and make a list of things that they need to fix and renovate.

They would much prefer and are willing to pay extra for a movein ready home. If your clients have been living in their home for a while and have some outdated furniture and decor, buyers will not be able to see themselves or their belongings there, especially if the space is cluttered and filled with dated and overstuffed furnishings.

A professional stager’s job is to provide an unbiased viewpoint and offer advice to help you and your client sell fast. The primary objective is to help sellers sell and help buyers visualize themselves living there.

So, in short, yes you can sell a property that’s not staged, but at what cost?

If a professional staging ser-

vice is not within the budget, my recommendation, at minimum, is to advise the clients to declutter every living space, including the garage, by a minimum of 30 to 50 per cent. Remove oversized furniture and create a warm and inviting space for buyers to help them see the potential in the property for themselves. The more you and your client put into the preparation of the property, the greater the benefit, both in time and money.

Award-winning Certified UltimateStager, redesigner and owner Nina Doiron is the principal at iStage& Organize. She provides an objective and experienced eye to attract more buyers and help sell for top dollar. She will also help you declutter and get organized. She says she will “inspire redesign ideas so that you’ll fall in love with your home again.” Visit istagenorganize.com or call 416.993.0131 for more information. REM

Take an inventory...

Continued from page 45

3. Become proficient in pre-qualifying your prospects 4. Have a ready-to-deliver powerful buyer and listing presentation 5. Know your market stats so you can present them to educate your sellers 6. Memorize and internalize the answers to your prospects’ objections 7. Know your contacts-to-appointments number and know your profit margins Richard Duggal is a sales rep and coach at Re/Max Premier in Toronto.

He has made presentations at several international conventions. His diverse experience enabled him to reach the Re/Max Circle of Legends Award, accumulating more than $10 million worth of commissions as an agent in the shortest-ever time. www.remax.ca/on/richard-duggal-27368-ag/ REM

Use social media to grow your email list

By Mark Brodsky

T

here are two main differences between the people you’re connected to using email and those you who liked or who followed you on social media: 1. When someone gives you their email address, whether it’s in person or they have signed up for your mailing list online, you own that information.

Facebook, Twitter and LinkedIn own the contacts you’re connected with on those sites. It’s unlikely that Facebook is going to

shut down, but with the recent Facebook data scare, a few people are going to deactivate their profiles. If that’s your only point of contact for them, they will no longer see your posts. If you had their email address, this wouldn’t be an issue.

2. Roughly 95 to 97 per cent of people on your email list will see the email you sent in their inbox. With social media, you’re depending on the channel to push out your content. The organic reach on Facebook (the people who will see any average post without you paying for it) is roughly at one to two per cent.

Social media is a great tool for building awareness, but you can

also use it to ask people for their email address. The easiest way to do this is by using a professional email marketing program like Constant Contact or MailChimp.

Having an account with one of these systems will automate the process and give you the links you need to put things in place. Once it’s set up, you don’t have to spend any time managing it.

Facebook offers two options on your page for growing your list.

You can use a “Join my list” app, depending on which email marketing system you’re using, and there’s a Call to Action button underneath your Facebook banner photo. Change that to “Sign up” and you’re on your way to

building your list!

If you’re on Twitter, Instagram or LinkedIn (and you should be on LinkedIn!), include a link in your bio. Someone new may have found you online, but if they want to get your information via email, give them that option.

When you share your email newsletter on social media, include a link to allow your followers to sign up and let people know they can receive the email directly, just by clicking that link.

Take advantage of social media advertising – target an ad toward people in the neighbourhood or city you want to reach and ask them to sign up for your email list.

It helps if you can offer something

in exchange, which can be as simple as information about what people need to know about buying or selling in this market. You can always offer a prize unrelated to your business, but you risk building your list with people who aren’t genuinely interested in your business – they just want the prize.

Email and social media can be complementary tools when they’re used well.

Mark Brodsky has been working with Realtors since 2008, producing monthly newsletters and social media management. Email mark@mbdigitalcommunications.com. Website: www.mbdigitalcommunications.com REM

REM JUNE 2018 47

Wall House: Beautiful but ‘not practical’

The wall measures an enormous 18 metres high by 18 metres wide and is said to be the largest concrete pour in the Netherlands. By Diane Slawych

“W

hat normal family can live in such a house?” shrugs tour guide Titus Akkermans. No doubt about it, Wall House 2, located in the residential neighbourhood of Hoornse Meer in the Dutch city of Groningen, is an unusual structure. Its curvy modules, each in a different colour, stacked atop each other, are connected to a huge concrete wall that looks like it would be better suited as a giant outdoor movie screen.

“It’s not practical,” says Akkermans. “You have only one bedroom, that’s not too many. You have no garage or place you can store you bicycles or equipment,” he adds. “That’s the reason it wasn’t sold, and it was expensive, not everyone could afford it. And later on we didn’t know what we could do with it.”

Instead of being someone’s abode, the home has been put to a variety of other uses. It’s been the site of occasional performances and exhibitions and a temporary residency for artists and architects.

It’s also open to visitors.

The Wall House was originally designed in 1973 by American avant-garde architect John Quentin Hejduk, as a vacation home for landscape architect A.E. Bye. Instead of being built in Ridgefield, Conn. as planned, the house was constructed in Groningen.

The city of Groningen, which owns the house, commissioned its construction at a time when it was aiming to position itself as a showcase for international postmodern architecture, joining the city’s other iconic structures such as the Groninger Museum.

The wall, it’s worth noting, measures an enormous 18 metres high by 18 metres wide and is said to be the largest concrete pour in the Netherlands.

The only information at the site is a plaque with a few lines of text in Dutch and a photo of the

It’s worth walking around the Wall House to see it from various angles.

(Photo: Diane Slawych)

The most visually arresting home in Groningen is the Wall House designed by American architect John Hejduk. (Photo: Christian Richters)

architect. Hejduk designed more than one wall house but this was the only one that was realized. It was completed in 2001, a year after he died.

Though closed on the day of my visit, my guide had been inside the house when it was once used as a polling station during an election and he came here to cast his ballot.

He showed me the little grey door that marked the entrance.

Immediately inside are stairs that go up to a long elevated corridor,

which leads to the living room on the second level. “Every time you want to reach another part of your house, you have to turn back, go through the wall again, come into another mindset, that’s what he (the architect) meant to achieve.”

As Hejduk himself wrote: “Life has to do with walls; we’re continuously going in and out, back and forth and through them.

“A wall,” he said, “is the quickest, the thinnest, the element we’re always transgressing.”

As no one was around and the home was uninhabited, we were a bit naughty and peeked inside the window of a ground-floor room, which was intended as the bedroom. A sign on a wall inside explained, “The bed was originally positioned in such a way that the natural environment outside would be the first thing you saw when you awoke. There weren’t any curtains allowed in the front windows.”

The Wall House is featured in local tourism brochures and attracts fans of architecture from around the world. It’s possible to visit by appointment. With prior arrangement the house is open on weekdays to students, architects and scholars. Entrance is free.

For more information, visit www.groningermuseum.nl/en/wall REM house.

CONGRATULATIONS HEINO! Thank you for all you have done for the industry. You are an amazing example of what giving is all about.

- Bruce and Gloria Keith

Bruce Keith Coaching & Seminars www.BruceKeithResults.com

48 REM JUNE 2018

Opinion: Ontario’s flawed standard lease but now it gets worse, not better.

Now, for all new residential tenancy agreements that are signed (with a few exceptions), landlords must use Ontario’s new Standard Form Lease. This lease attempts to remove some confusion from the current chaotic state of affairs. No homemade leases are allowed! Its use is mandatory for condos, apartment buildings, single-family homes, rooming houses and basement apartments. This lease also replaces the agreements Ontario Realtors traditionally have provided.

The provincial lease has two parts. The first has some basic provisions along with a place for signatures at the bottom. The second part is an appendix, but really, it’s just an explanation on some of the finer points, including some details about what provisions may or may not be legal. In Ontario, you can-

By Harry Fine

I

t should never have happened this way. It’s true that written tenancy agreements for Ontario’s residential landlords have been confusing and inconsistent. Many leases are jam-packed with illegal clauses, confusing provisions and in some cases, there is no written lease at all.

Some small landlord investors are of the mistaken belief that it was easier to terminate tenancies if there is no written lease. A lot of landlords also confuse the term lease with the concept of lease term. So yes, confusion abounds,

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not contract out of the Residential Tenancies Act (the RTA), so landlords and tenants signing the new lease can be assured that what they are signing is enforceable through the Landlord and Tenant Board.

While well-intentioned, the lease is extremely bare-boned. The standard form lease tries to be all things to all people and ends up being suitable for no one. Because it tries to be generic enough to fit all tenancy situations, it ends up fitting no tenancy situations.

Fortunately, the government is permitting additions to the lease in the form of an appendix that the landlord may draft. But keep in mind, the provisions in the appendix cannot contradict what’s in the lease and cannot violate the terms of the RTA. The standard government lease, being inaccurate, incomplete

and confusing, will likely cause more litigation and confusion. I can almost guarantee you that if you use it on its own, you will have misunderstandings with your tenant, or find that you are without a remedy when you need one.

The government could have resolved the issue of illegal clauses and ignorance of basic tenancy rights by creating a mandatory appendix, required to be attached to every new lease, with the same penalties to landlords if they failed to provide it as there is for failing to deliver this new lease to a tenant.

However, the Ministry of Housing chose to use a hammer to swat a fly.

By doing so they further confused an already confusing regulatory system.

Prudent landlords will need far more than the Standard Form Lease to protect their interests.

Our firm and others are providing clients with appendices to be used in conjunction with the Standard Form Lease. As a landlord, don’t even think about using the standard lease on its own.

If you are interested in finding out more, take 15 minutes to view my free YouTube video on the new standard lease, and how you can protect yourself. It’s here: https://www.youtube.com/watch?v =QmDstrLLHwc Harry Fine is a paralegal and educator practicing in Ontario. He is a former adjudicator at the Ontario Landlord and Tenant Board and recipient of the Law Society’s 2018 William J. Simpson Distinguished Paralegal Award. Harry has been teaching Realtors the complexities of Ontario’s rental laws since 2007.

REM

Water damage most costly insurance claims One-quarter of Quebec homeowners say they experienced considerable issues within the first five years of purchasing their home.

A

new survey by LĂŠger, conducted on behalf of Allstate Insurance Company of Canada, says that a quarter of Quebec homeowners say they experienced considerable issues within the first five years of purchasing their home, indicating that homebuyers may be misinformed when it comes to what to look for and ask about while shopping for a new property. Of those, seven per cent faced damages between $1,500 and $5,000 and five per cent ran into damages exceeding $10,000 in repairs, according to the survey.

In Quebec, four in 10 homeowners surveyed say they would go about things differently if they could redo their home-buying experience. Among them, 18 per cent would hire a building inspector or be more cautious in looking for potential damages or risk factors (17 per cent).

Before buying their property, nearly half of Quebec homeowners (45 per cent) looked for information or inquired on their own

about the risks of sewer backup or water infiltration.

The Allstate Insurance Safe Homeowners Study, which analyzed Allstate household incident claims data from 2017, found the most frequent and costly home insurance claims in Quebec are due to water damage, followed by damage caused by wind or hail, with fire-related claims landing in third place.

Water claims due to burst pipes are the most frequent (34 per cent) according to Allstate data, followed by toilet and shower leaks (25 per cent).

Other sources of water damage come from washing machine leaks (seven per cent) and hot water tank leaks (seven per cent). The main impact of windand hail-related damage (nearly half of the claims) is water infiltration through the roof (47 per cent), followed by falling shingles or siding (23 per cent).

The poll findings also showed that property seekers could be doing more research and back-

ground checks prior to purchase: • Only a third (35 per cent) verified if the property is in a flood zone, near a large body of freshwater or a former swampy ground. • A third (32 per cent) inquired about previous damage or insurance claims on their property because of flooding or fire. • A quarter of homeowners (26 per cent) inquired if there had ever been any complaints, class actions or lawsuits against the contractor who built their property. • One in five homeowners (20 per cent) researched how their property could be impacted by urban development around it.

The Allstate Insurance Safe Homeowners Study includes a Guide for New Homeowners and House Hunters (www.goodhandsadvice.ca) that provides helpful tips and recommendations for potential buyers to keep in mind while on the hunt for their next home, and for homeowners to refer to when making regular REM maintenance decisions.

REM JUNE 2018 49

8 steps to find your niche

By Catherine Willems

R

eal estate is an exciting and dynamic profession.

It’s also one of the hardest careers in which to succeed.

With so many real estate agents competing for listings, how do you get noticed and create a successful business?

I have been helping entrepreneurs and businesses succeed online through digital marketing for over 25 years. One of the first things we do when we sit down with a new client is to dive deep into their business goals and objectives and help them identify their ideal customer or target audience – their niche.

There are many articles about the benefits of niching – carving out a specific market to focus your efforts on. While the theory of niching makes perfect sense, relatively few agents do it. It’s where I’ve found the most resistance within our strategic process.

Why? Identifying a niche and building your entire business around it comes with a huge perceived risk attached. What if the niche doesn’t generate enough business? I’ll miss out on listings if I’m too focused. I’ll be limiting my reach – I need to be seen by as many people as possible!

There are many reasons agents avoid niching, but fear is the biggest. If you could take that fear away, it becomes a much easier strategy to implement.

How do you take the fear out of niching? By focusing on a process and doing your homework.

Here are eight key steps to identify your niche: 1. Write down what you are passionate about. Take a blank piece of paper, a whiteboard or open a blank document on your computer and start writing down things that you love. Don’t worry about relating them to real estate;

this is a simple brainstorming exercise. Make it as big and broad and bold as you can.

2. Look for opportunities.

Review your list and start to look for patterns or ideas that have niche potential. Don’t get too caught up in specifics at this point. One idea may spark another. Let your creativity flow.

3. Narrow down your list to two or three potential niches. It may be helpful to elicit some input from family, friends and colleagues to get your list down to some strong candidates.

4. Research. This is the most important step of the process and is key to beating your fears. There are many ways to research the viability of a niche. However you go about it, you want to determine the following: Size of potential market – is there enough potential business in it?

Competition for the market – are other real estate agents in your area focusing on the same market?

If there is competition, how good are they? If the niche is not being served well, is there an opportunity to stand out or offer something different?

If there is no competition for the niche, why not?

Does it have longevity? Is it a niche that will be around for a long time or a fad that could fade?

Is it a market you can reach?

Are the buyers and sellers in this niche easy to find within the geographic area you work in?

5. Choose the niche with the greatest potential. Once you have a good picture of your options, now it’s time to pick the one that has the most business appeal and potential. The important thing to remember here is that everything you do in your business will be focused around this niche. So, all other things being equal, pick the niche that you are most passionate about.

6. Create your marketing plan. This is a topic in itself, but the most important exercise here

The Publisher’s Page Continued from page 50

is developing your story and message. Why have you chosen this niche? Where did your passion for it come from? Why should someone come to you instead of someone else? Your success will be directly tied to how well you can relate to your target audience.

7. Test it out. What you don’t want to do is spend a ton of money designing and developing marketing materials and throwing money into advertising. Take some time and test the waters. If you have a website, update the content so that it is focused on your niche and conveys your story.

Write a few blog posts that showcase your expertise in your niche.

Consider creating a piece of content or free download that offers value specific to your target audience or addresses a specific pain point or problem in your niche.

You can then use this bit of content to get noticed – share on social media, run a Facebook ad campaign, get coverage in a niche-specific publication.

8. Build and expand. As you start to gain some traction in your niche, you can start to expand your marketing efforts, develop your brand and dominate!

Niche marketing may not be for everyone. But if you’re struggling to make a living in a very competitive industry, focusing your efforts on a segment of the market may be the key to your survival.

Self-described geek, artist and fledgling hockey goalie, Catherine Willems has been in marketing for over 25 years and focused on digital since it became a thing. Since starting her own business in 2009, she’s helped over 100 clients across two continents achieve online marketing success. As the owner of Realty Marketing, she has faced the same entrepreneurial struggles as many of you and can pass on her learnings to give you back your late nights and weekends. https://calendly.com/realtymarketing Phone 416-994-2332.

REM

we could do to help the whole thing develop: We got out of the way. It was a generational change!

And besides, we had other things to do. Realtors were still reading newspapers. All we had to do was make sure that what went out was good, solid reporting.

We are now in the midst of a generational change once again.

REM is changing and evolving.

Not in terms of its integrity of information or in presenting news for the real estate industry that cannot be found anywhere else. That will never change.

REM is now distributed by a wide array of methods and mediums. In addition to the monthly print edition, REM has an electronic newsletter, a website and soon will have more ways to access front-line news that will always be researched, vetted and presented objectively and honestly.

It’s time for me to do what would be best as all this unfolds. I will get out of the way.

Moving forward, REM editori-

al remains in the hands of Jim Adair, its founding editor. Rest assured, the integrity of this publication remains intact.

Marketing and sales is in the competent hands of Amanda Rock, who will help you find the best fit for your advertising in REM. From this point on, the new sheriff in charge is William Molls.

William is a Ryerson Radio and Television graduate. He has done time with CTV, Much Music and City TV in Toronto. William is the architect of REM’s website and online presence. He is REM’s new publisher. I ask that you extend to him the same kindness, consideration and thoughtful suggestions I received from you all going forward.

The Good Lord willing, I hope to say hello to you all at upcoming trade shows and events. I won’t be working anymore but I hope to be around here and there.

Thank you all so very much for making this a great ride!

Heino Molls founded REM in 1989. Email heino@remonline.com REM

Successful candidates will be responsible for recruiting, training realtors and managing the daily operations of a high-volume, fast-paced office. Must have a recruiting plan in hand, be personally disciplined, have initiative and be able to demonstrate the ability to execute your plan prior to hiring.

Possess a managing broker designation/license Minimum of 5 years in the real estate industry Comprehensive market knowledge Be committed to ongoing office growth through recruiting and training Demonstrate excellent communication and organization skills Computer skills are an asset Past management experience

Base salary plus performance based bonus

Please email resume to: Daryl King at jobs@darylking.com

50 REM JUNE 2018

THE PUBLISHER’S PAGE

By Heino Molls

T

MARKETPLACE

his is my last regular column before I retire. In the words of a dear friend I lost a few years ago, it’s been a slice.

In the past few weeks I have received wonderful, touching notes from people who have read this column or come upon it over

It’s time to get out of the way the years, wishing me well. I am so moved and humbled by your words that I am left speechless. Thank you.

I have received great words of encouragement on what is ahead – a new page of my life and new adventures. Thank you for your optimism. I promise you that I will do my best to keep the spirit of your good advice close to me in the days ahead.

When I think of the years I have been through in this business, I think of it in two main stages.

The first is with the Toronto Star in 1968 and the second, right up to this week, is working with and

publishing newspapers for the real estate industry across Canada. My time in real estate includes producing the Toronto Real Estate Board MLS system as well as working with its newspaper and finally this one, REM. Back in the day, we had presses right in the TREB offices. They would roll every day, printing pages of listings that had pictures taken the previous day, then assembled with copy and printed on thousands of pages that were perforated with holes punched for the small binders carried by almost every board member. Each day, TREB would deliver these pages to mem-

bers, who would separate them and place them in their binders to show clients the very latest properties on the market. We could turn thousands of new listings around in 48 hours. We were very proud of what we could achieve.

I cannot imagine what people would think today if they arrived at their real estate board offices and found ink-stained floors and greased gears around thunderous printing presses they had to pass to access their committee meeting room. But that is just how it was back then.

You know how things developed. The tremendous innova-

tions of information gathering and information distribution by computers seemed to be forever in development yet was accomplished in only a few short years from start to finish. I continue to be annoyed that the real estate industry is not given enough credit for being the pioneers of these incredible systems. Many government as well as massive commercial operations in place today are based on systems first developed by Canada’s real estate industry.

As all these great changes unfolded, the well-intended working stiffs, like me, did the best thing Continued on page 49

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