There’s a rising trend among broker owners, coaches, and team leaders across the real estate and mortgage industry: stepping away from personal production in order to focus solely on supporting their team.
The rationale?
“I don’t do deals anymore, so I can dedicate all my time to my agents.”
On the surface, it sounds noble—even strategic. But is stepping out of production really the best way to lead?
A growing school of thought says no. In fact, many of the most effective and respected leaders across North America are choosing a different path: staying active in the field because that’s what makes them better mentors—not despite it.
Take Ryan Serhant, for example—one of the most recognizable names in real estate. In multiple interviews and social media posts, Serhant has emphasized that staying active as an agent is what enables him to lead his team effectively. Because he’s in the trenches, he doesn’t just offer motivational soundbites—he brings real-time relevance.
This approach is catching on, especially among top-producing team leaders and broker-owners. They’re showing that it’s not about choosing between deals or leadership—it’s about building the right infrastructure so you can do both at a high level.
Why Active Leaders Matter More Than Ever
In today’s fast-changing lending and real estate environment, what worked last quarter may no longer apply. Lenders are shifting policies weekly. Clients are more informed and cautious. Private lending dynamics are evolving. And AI is reshaping client interactions.
Leaders who are still producing understand:
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Which lenders are tightening guidelines right now
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What pain points clients are feeling this week
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How appraisals, approvals, and funding timelines are really playing out
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What tools, scripts, and strategies are actually working on the ground
This frontline knowledge doesn’t just help them close deals—it makes them more effective in training, coaching, and supporting their teams. It enables them to deliver value not from theory, but from experience.
The Infrastructure Is the Differentiator
Let’s be clear—doing deals without structure leads to burnout and bottlenecks. But leaders who build scalable systems around themselves—underwriting support, admin teams, marketing templates, CRM workflows—are able to serve both their clients and their agents at a high level.
In many ways, top agents on a team are clients themselves. They’re placing their trust, their livelihood, and their brand inside someone else’s ecosystem. Treating agents like VIP clients means ensuring they have access to a leader who can:
✅ Jump on deal strategy calls
✅ Offer real-time insights on lender behaviour
✅ Share up-to-date templates and positioning
✅ Negotiate on behalf of the team when needed
All of which is only possible when that leader isn’t removed from the action—but deeply connected to it.
Final Thought
There’s nothing wrong with stepping back from production. Some leaders thrive as full-time coaches or managers. But increasingly, the agents who are scaling their businesses fastest are aligning themselves with leaders who are still in the game.
Not because they need a cheerleader.
Because they need a partner who gets it—today, not five years ago.