S1 Ep 22: Recapping Inman Connect

We’re back from the Inman Connect conference in San Francisco. Today we’re talking about what we learned and what the industry is facing.

Learn More:
Chris Lazarus – www.sellectrealty.com
Christian Harris – www.sea-town.com
Nathan White – www.linkapm.com

reThink Real Estate Podcast Transcript

Audio length 36:00

RTRE 22 – Recapping Inman Connect

[music] [Chris] Welcome to re:Think Real Estate, your educational and hopefully entertaining source for all things real estate, business, news and tech. 

[Christian]: I am Christian Harris in Seattle, Washington.

[Nathan]: Hi, I am Nathan White in Columbus, Ohio.

[Chris]: And I am Chris Lazarus in Atlanta, Georgia. Thanks for tuning in. 

[music] [Chris]: Welcome back to re:Think Real Estate where we discuss all things real estate and how it can impact your business. I’m Chris Lazarus here with Nathan White and Christian Harris and we’re happy you’ve joined us today. We’re just getting back from the Inman Connect conference out in San Francisco and what a week it was. Guys like what do you think? That was…that was a pretty cool conference.

[Christian]: I’m exhausted.

[Chris]: Are you?

[Christian]: Yeah it was…it was good. Felt like a little more condensed than the prior year but still met lots of great people, good content. Seemed like maybe one of the more controversial conferences with the, you know, Gary Keller and Brad Inman, kind of going head-to-head there a little bit. But…

[Chris]: That wasn’t pretty cool and and…and we’ll definitely cover that today. I think that was the first time Gary Keller has been at an outside Keller Williams event, speaking publicly in…what? At least a decade. Like since 2006. It was a very long time since that happened. So a lot of entertainment factor. That one too.

[Christian]: For sure.

[Chris]: So Inman connect, for…for those of you who have never been this is a conference that has many tracts to it. whether it’s a broker tract, an agent tract, a technology tract. And…and it brings speakers from all across…really across the world to talk about things that are impacting our industry. Nate what were some of your key takeaways from the conference this year?

[Nathan]: Well let’s get it out there. I didn’t go. I participated online. You know, my big takeaway again and what I really paid attention to was the Brad Inman, Gary Keller. I’d call it sparring or like jabs because there’s a lot in there that I just completely agreed with Brad on. And I’ve been saying for quite some time, not to say I have a crystal ball, but that’s really what I paid attention to.

The other thing that I liked is it’s just something we can all do better at. Two things I guess. One is inclusion to give back to our community. We talk about it a lot but don’t feel like there’s enough action around it. So it’s something I personally know I can get better at and do more of. And so it’s one of those things you kind of have to look in the mirror and say “Yeah. Yeah it’s great.” I mean what am I doing? Not enough. So it’s good to have some takeaways like that so you can look inwardly, I guess, is what I would say.

[Chris]: Yeah there was a…we…we got the opportunity while we’re out there. Christian told us all about it. We went and fed the homeless. So that was food…pretty cool. There was an organization right down the street from the Hilton in San Francisco. Homelessness is a major problem there. And so we went to glide. And there are what…how many? Twenty? Thirty? What do you think Christian?

[Christian]: Probably about that. Yeah I mean Billy…yeah Billy, you know, kind of organized this. And a group of us got together. And yeah it was good. Good way to spend that first afternoon before the conference officially kicked off. 

[Chris]: Definitely gave back a little bit to the community before we…we drank a lot of its alcohol. [laughter] It’s a lot of realtors. So that was…that was awesome talking about giving back, Nate, that we were able to do that. But I agree with you completely, that we…we need to do more in our local communities as real estate professionals, to help our communities grow. Give back to our underserved and underprivileged areas. 

And, you know, that…that’s pretty important. Because we’re celebrating the 50th anniversary of fair housing this year, still. So that’s…we still see the effects of policies made from before fair housing, in our local communities all across the U.S. So I’m right there with you. Christian what were…what were your takeaways from the conference?

[Christian]: Sure. I mean for me obviously, you know, it’s a…it’s called connect for a reason. You know, just meeting, you know, like-minded forward thinking, you know, innovator type people, that’s it’s always the biggest thing. Which as…because the content is you can’t really replace the experience of, you know, meeting all those people. Even if you did watch, you know, the content online.

But so I mean it’s meeting some great people. The…the indie brokerage summit for me is usually where I get the majority of my “aha” moments and valuable content. You know, part of that was, you know, Chris Lindhall [phonetics], you know, was talking and Jed Carlson [phonetics], he’s the CEO of Adworks and they both had some great stuff to say related to kind of the direction of brokerages and the benefit of the indie versus the franchise. And…and some of the strengths, you know, we have to offer. And kind of mindset we should have that’s different.

And then, you know, the marketing track on the last day was really great with…with Laura Monroe [phonetics] and Molly McKinley [phonetics]. Yes there’s some good content. Then obviously the kind of the vendor after parties and stuff are a great way to meet people. And the open bars certainly don’t hurt either. So but tends to make for some…some long days. So…

[Chris]: [laughter] Definitely long days. I…I’ve really loved what Jed was saying, is about…Jed, CEO of Adworks. Brilliant guy. Hilarious when you get to sit down and talk with him for a little bit. I got the chance to meet him at Disconnect, last year, the first year that they did it. but he talked about moving from really being a service to a platform. And…and taking your brokerage to…think about how you operate in terms of like stickiness instead of retention. So how…how well do your agents think that…how well do your agents like the platform that you’re providing. Is it valuable to the point where they want to stick to it rather than, you know, just go out and find something that’s gonna cost them less and do what they need to do?

So it’s about the experience that they have. The user interface and how they’re…how your agents are interfacing with your company as a broker. So that was huge.

[Christian]: I think a specific quote that really stuck with me was that your agents need to know that where they are is where they would be most successful. So, you know, so you give your agents a reason why they don’t want to leave.

[Chris]: Oh yeah absolutely.

[Christian]: And then…and than I liked his analogy. He was talking about, you know, this small diner, you know, in in a town that like had, you know, 18 pages on their menu. They had everything from fried chicken to burgers to Mexican. And how, you know, using that analogy of the generalist like that…that offers everything. They don’t really know who they are and they end up getting supplanted and replaced by the specialist. Which, you know, in this analogy would be the indie brokerage who know their identity. They know who they are.

And then those specialists start defining the…the bigger brand so to speak, that offers everything. Because, you know, they don’t, you know, really good…the economy we live in is a…is a specialist economy. Not a generalist economy. There’s no general stores anymore. Everything is specialized, you know.

[Chris]: Don’t be Frankie’s diner.

[Christian]:  Yeah don’t be Frankie’s diner.

[Chris]: Because Frankie’s diner died out to the…the Taco Bell, the McDonald’s. What was the other one? It was a KFC. Yeah you had your chicken joint, you had your taco joint and you had your burger joint. And all three of those just completely wiped out Frankie’s. So yeah that…I…I agree with you. That was an awesome story for him to tell.

One of the key takeaways that I got from this conference was along those lines, Christian. Technology is like the…the shiny object. Technology has been the shiny object to all these brokers across the U.S. What…what kind of technology do I need to implement? What do I need to do? What do I need to offer? But what we need to be focusing on rather then what can we implement, what plug in place service can we purchase and add on, and then that’s it for the agents, that doesn’t do…that doesn’t add to that specialization.

What can we do to…to really create that specialization? And I think after this conference its increasing our professionalism. Increasing the…the knowledge base, the service level that our agents are giving to their clients. And that is gonna be the…the way that we combat technology is by increasing that level of professionalism. Building the relationships with our clients and making these really huge financial transactions, very relational. Rather than transactional. Right.

You come in. You’ve got this portal. You click. You buy a house. Done. That’s not what people want. And one of the editors for Inman news, tried doing the iBuyer thing. Right. They tried going and…and using technology to sell their house. And what happened? They got frustrated. And…and his fiancee or wife or whatever it was, said to him, the guy that works for the largest real estate publication in the U.S., says to him “Stop. That’s enough. You’re gonna hire an agent.” Hired an agent…

[Christian]: Or call an agent.

[Chris]: Yeah call an agent. Let them help you. And then they got walked through the whole transaction. It was very relational and they really enjoyed that experience. And guess what? This was a millennial. People want a relationship. They…there’s certain things that technology can help with. But it all is gonna come down to “How well the information can be conveyed to the buyer or seller.” And if technology can ever replace us in that, great. But for right now I think we’re pretty solid, as long as we focus on that to combat all these tech startups and things like that.

[Christian]: Sure well then it’s actually you’re talking about that like if I had to say there’s a trend in the messages that I got from…from Inman this year, it would be experienced in relationships over technology and transactions. It seemed like that was kind of being hit on a lot. Because, you know, like you said, technology is the big sexy. 

People are talking about EXP and they’re talking about Compass. And, you know, with the things that those companies may be doing right. If you’re, you know, technology is geared to replace agents, you know, that convenience only goes so far. You know, and that’s kind of the inverse. It’s like another one of the…the speakers was talking about the convenience versus loyalty factor. You know, it’s time out. Like when you go to get your milk you’re not thinking “Oh I’m loyal to this grocery store to get this glass of milk. Or in this gas station to get…” 

You know, it’s like what’s closest, what’s cheapest. You know, and that’s the commodity mindset. And if you’re using technology to replace the agent you’re gonna become a commodity. The only thing you have to compete on, is your price. You know, that’s going to be your…your newer companies. They’re trying to kind of minimize the agents and the experience for…for convenience. And so…but…but as much sexy tech as there is out there, I think it still comes down to “Does it enhance the experience as they enhance that relationship with the agent and the client versus trying to replace it with a convenience factor?”

[Chris]: Definitely. So let’s get into the…the big topic from this whole conference. Which was Gary Keller. 

[Christian]: The elephant in the room. The…the big elephant in the room. The…the 500-pound gorilla. What do you think of that? Would you give us a recap.

[Christian]: Well Nathan you watched that. Right? You…you tend to have opinions on things. What are your thoughts? [laughter] [Nathan]: Me have opinions? Well from watching it online as I did live, I was texting you guys, you know, as we were talking. It was awkward. I feel personally that Gary came out they’re very defensive. I also think, you know, Brad was gonna poke him. But I think we all knew that a little bit. You know, we…we wanted to get into the mind of Gary Keller. The guy…in fact Chris as you said, he deserves respect because he…he is a huge influence in our industry.

But he was very defensive. I mean I get into all this and, you know, you talk about the…the Rob rapport. I…Gosh which way do you go with this? Times are changing and I feel like Gary’s late to the party, I guess. So to speak. And he’s getting away from what Keller Williams does. Or who they are. Maybe I’m wrong. I don’t believe them it to be a technology company. I don’t think they ever will compete with the apples and the Amazons and the Zillow’s. They don’t have the dollars, but they were great at training.

I got my training there. I appreciate it. I welcome it. but don’t stray away from what you do and do best. I think the challenge for me personally, in Keller Williams is, you know, there were some slams towards EXP. I’m not a big fan. I think it’s multi-level marketing. I really could give a [censored] about these residual benefits down the road. And I’m only level seven. Yeah. Yeah. Yeah.

That’s not a value to the consumer and to my client. So I think Gary realizes that that model is changing. EXP took his model. Reinvented it somewhat. And kind of…I don’t say put it in his face. But, you know, they did to a degree. Or Brad, you know, put it up in his face a little bit about that. So I…I don’t know. I don’t know if I even answered your question. Honestly Chris. I am…or Christian it’s…

I think the traditional model is dead. I think it…I think it will be…I think it would be antiquated in five years. I think  I’m gonna get blasted when I say this. I think a lot of agents are grossly overpaid for what we do. We’re not the gatekeepers or the key holders anymore. And I think we are already seeing those things change. I mean I did 50 something transactions last year. Out of that I saw less than 10% there were full six commission’s…6% commission. So you can’t tell me it’s not already happening.

[Christian]: Yeah I mean I think that’s what’s interesting. Well one of the many things interesting about kind of the controversy of that conversation between…between Brad and Gary. You know, was that obviously they did something right. I mean they’re the largest, you know, by agent count, brokerage in the…in the world. You know, but I was…so I wouldn’t say too little too late or late to the party. But I would say that they seem like they’re trying to pivot now. And good luck trying to pivot such a behemoth, you know. Trying to rebrand yourself as a tech company and that sort of thing.

Like, you know, you have to decide I think…do…”Aa re you tech company or a real estate company? What are you going to focus your energy, time, money on?” You know, I mean…but I think that the…I mean obviously the Inman conference, you know, those aren’t…I mean unless you’re a KW agent, that’s not Gary’s crowd. You know, so he came in pretty hot, pretty aggressive, pretty defensive in it. It came off looking pretty bad, you know. 

You know I mean…I don’t know. I mean I thought that the, you know, the Rob, you know, the notorious Rob, his article was pretty insightful, in the sense of, you know, he’s basically…

[Nathan]: Absolutely.

[Christian]: Talking about, you know, kind of comparing it to the Jim Collins, you know, five stages of decline and how, you know, by all external marks, you know, looks like they’re, you know, stage 2, stage 3 of that that decline. But, you know, we’ll-we’ll post that in the show notes as far as a link to it. But it’s pretty, you know, agree or disagree. It’s pretty interesting, you know, kind of looking at what’s been going on with KW the last six months. And then what, you know, what happened between Brad and Gary in this conversation.

[Chris]: So I think that the one word that can describe Gary Keller is charismatic. I mean watching him up on that stage, I mean entertainment factor aside, he was firm in what he was trying to accomplish. And he broke down and…

[Christian]: It took conviction. 

[Chris]: Oh yeah. So much conviction and…and…I love the Inman conferences. Don’t get me wrong. But for the presenters that those conferences are there to convey  message. And that is Brad Inman’s message for what he wants the conference to convey. So to have somebody come in that is not in line with that and to have some confrontation and some disagreements, it was kind of refreshing for me. 

[Christian]: Yeah I liked it.

[Chris]: I really liked watching that onstage. I think that Gary Keller…I mean I don’t know their model and in what they’re doing on the leadership level. But he’s…he’s announcing that they’re creating technology. And then within three months their agents technology spend is gonna go to zero. Basically he’s saying that, you know, all of their spend is gonna be included in their fees and stuff like that.

They’re…they’re still gonna spend money. It’s a company. They’re gonna be making money one way or another on their spend.

[Christian]: Right. Which I think’s interesting because, I mean, they’re not the first company to do that. I mean every franchise I know offers that. But none of them have succeeded because, you know, it all sucks and agents are different. They want to have third party and what are they gonna do? Force their agents to not use third party.

[Chris]: Yeah I mean there there’s technology out there that specializes in certain things. And they do that because they’re specialists. And we’re an economy of specialization. One thing that Keller…I think it’s a really interesting thing that they’re going in building, when I think they should be doing is going and buying. They should be buying companies that are offering these services. Not going out and building this own in-house.

I mean because you could take the external and you can take the technology and adapt it and rather than develop in-house. I just don’t understand why you would do it any other way.

[Nathan]: Well I know from my time at KW and I…and I am not beating anybody up who is there, but the technology they had at the time sucked. It was horrible. 90% of the agents that were in place didn’t even use it. So I…I think they’re gonna have to go out and reinvent the wheel. I mean I agree with you. Go buy it.

[Christian]: But also that’s what they’re planning on doing. Is basically, you know, brand new tech package.

[Nathan]: Yeah I mean KW is not a technology company. They are a…they are the best at training. So, you know, I draw parallels again. Restaurants. Right. Here’s the thing. Like why do people go outside and do something they’re not good at? Why not just stay in your own damn lane and excel at that and just be really good at it. but instead too many people want to diversify or become something they’re not.

I bet if Keller just kept their eye on the prize of being training and community based, they would keep hitting the home run. But they’re…they’re not a technology company. I don’t…I mean I find it laughable almost.

[Christian]: Yeah well I mean it’s obviously…Gary, you know, admires the Apple model. And I think they’re trying to go that direction. But you can’t like reinvent it after…after the fact, you know. As far as controlling the whole ecosystem and having it all in the house. Like I’m not sure how you’re gonna be able to do that. And…and I am certain to say it’s a far cry to compare KW to, you know, the next Apple or something. At least in the real estate world.

[Chris]: So I want to talk about this article that notorious Rob came out with. The stages of decline on the Cal…the Keller Williams edition.

[Nathan]: Awesome article.

[Chris]: I think it’s an awesome article more so than just an analysis of Gary Keller on stage. I think that this is an article that every business owner, every broker should read. Because…because it goes into the five stages of decline. And it attaches it to a world…real-world situation that we’re…is being analyzed right now.

So we’ll post the link in the show notes, both to the video where you can watch the Brad Inman, Gary Keller interaction. And to the notorious Rob article. Actually I think we only need to do one. Yeah because the…the video is in the article.

[Christian]: It’s imbedded in it. 

[Chris]: Yeah so we’ll just post the link up to notoriousRob.com. But it starts out with hubris born of success. So being successful is great but what it goes into say is that some of the most successful people that have been studied, the best leaders…I’m quoting “The best leaders we’ve studied, never presume they’ve reached ultimate understanding of all the factors that brought them success. For one thing they retain a somewhat irrational fear that perhaps their success stems in large part from fortuitous circumstances.” 

Basically a lot of the most successful people think that they were successful because they got lucky in some way. They got a break and…and they don’t want to risk that. They don’t attribute it all to themselves. But when you start getting all…when you start attributing it all to yourself, that’s when that hubris starts kicking in.

So…[laughter] I mean…

[Nathan]: Well let’s go for it. and I will get blasted for this for, you know, quote on quote. But I…I wouldn’t even define it. Because I even had someone the other day…so what is hubris? Its excessive pride or self-confidence. And…and I think Gary exhibited that on stage when he kept going “Well, you know I wrote a book.” Big [censored] deal. Like at this point like…I don’t know. You know, like you can stop riding that train. Like what have you done that’s new? You haven’t. You wrote a book that is good. That is really good. I read it. Several times. But what have you done now? Every, you know…

Like that pride and self-confidence it’s just so huge. And that’s…that’s clouding. That’s getting in the way. So…

[Christian]: Sure. When you…sorry. When your response to things, you know, is “Well we’re the biggest” or “We’re the best” or “No one could touch us”, you know, you start living in la-la land, thinking that, you know, just because you’re on top now you’re gonna remain on top.

[Nathan]: Yeah, you know, “Oh we closed more transactions.” Alright but let’s…how many did, if you broke it now by agent, what did you closed transactional wise? Like there’s…there’s a lot of ways to slice that pie. Right. I mean so, you know, you got to be careful I think.

[Chris]: Yep. And then it gets into stage two which is the undisciplined pursuit of more. Where the author writes “We’re so great we can do anything.” So that leads right into stage two, where they start doing anything. And they’re not skilled in it. They’re not experts in it. so investing heavy in new areas where you don’t have that expertise to be at the scale. Right. So I mean that’s…that’s huge. And then there’s stage 3 where [crosstalk]…

[Nathan]: Rob is saying…

[Chris]: Notorious Rob was saying that there’s one, two and three. Which is the denial of risk. 

[Nathan]: Right. Right. Well Rob wrote about in a previous article, you know. About, you know, how much Facebook spins the lawn on research and development. And Amazon what they spend…like I mean…

[Chris]: Billions. 

[Nathan]: Zillow says three 320 million. Three hundred twenty million, you know. Facebook spent 1.9 billion. With the B folks. Right. That’s a lot of money. Lot’s of money.

[Chris]: Zillow is actually approaching a billion. Yeah it’s crazy. It’s a lot.

[Nathan]: How do you compete?

[Chris]: KW doesn’t have that.

[Christian]: You know, it’s uh…what was the thing. You know, you talked about denial of risk and peril. But, you know, I kind of feel like they’re there. Maybe I’m wrong. I don’t know.

[Chris]: Well one of the interest, you know, I think it was…it was really…there was a crazy dynamic on stage. Because Gary, I mean, as a leader of a company, he had zero respect for his competition. He…he was…he dissed EXP. He dissed Compass. He dissed these companies that, you know, have billion-dollar valuations on IPOs. And he’s just like “You know what? You’re you’re not even a fly on my wall.” 

I mean it was…it really showed his true character. It was fun to watch but I don’t have a lot of admiration for his character. After watching that. 

[Nathan]: You can’t tell me you’re not…you know, they asked him if he was scared. And he said “No I’m not scared.” And you should be. I would be.

[Christian]: Sure. He’s in denial.

[Nathan]: And here’s what I would…any of our…any of our listeners here and maybe we could find a lot…we could GTS as I like to say. But I’d like to know how many EXP agents our former KW agents.

[Chris]: Twelve thousand. [laughter] It’s pretty close.

[Nathan]: I bet it’s more than that. They’re like…what are they like…like how many KW, producing KW agents, how many have left for EXP or Next Home or like just even a small brokerage like where I’m at. What is, you know, what’s their attrition here? Like where…like, you know, that’s gonna be the telling sign. Right. It’s like sell sliding, you know, in the restaurant business. Right. If you’re at the top of your game and then all of a sudden things are dropping, dropping, dropping you need to “Alright what’s going on?” In the restaurant world we called it a lot of times just getting back to basics or getting back to what you do really well.

So again I, you know, Gary Keller he’s not gonna listen to me. But I’d go back to just doing what you do.

[Christian]: Yeah I mean I think at the end of the day, it’s obviously that at one point in time, KW was pretty revolutionary. Did some good stuff, you know. By me that obviously doesn’t mean you’re gonna stay revolutionary. I mean look at Microsoft, you know. They, you know, they used to be relevant. Now they’ve just, you know, they played their cards right early on. And so they kind of have a monopoly built into the system. But they haven’t made anything revolutionary in thirty years, you know.

Yeah so I mean it’s, you know, it hopefully it didn’t come off as like KW bashing or whatever. But, you know, in general I think there was definitely something to talk about. I mean I think for people who are aware of Gary, it wasn’t surprising his attitude. It just kind of reinforced. Yeah there’s some…some arrogance there. But it was a little surprising, I thought, just kind of how rude he came off. You know, you’re invited on as a guest and then you’re that rude and confrontational. And competitive. 

You know, hey he can do what he wants. But obviously he doesn’t care what people think about him. Which could be a good thing. Can also be a downfall. So…

[Chris]: Well I mean when you run the second largest real estate company in the world, next to Realogy.

[Christian]: Who is the first?

[Chris]: Realogy. By agent in count.  

[Christian]: No. No from what I was reading, KW is the largest. Realogy is like twenty thousand shy of that. With all the brand’s combined. 

[Chris]: No Realogy has a hundred and ninety two thousand agents, by headcount. But it’s across all brands. KW is the largest one brand. Interestingly enough, Remax still has the highest per person productivity across all brands. So…

[Christian]: That’s interesting. 

[Chris]: While KW may close and have the highest number of headcount and have the highest number of transactions, Remax has the highest number of transactions per agent. So their agents are actually closing more deals on a per agent basis than anyone else. Which is just interesting to know.

[Christian]: For anyone who wants to look that up or fact-check you, where do you…where do you get the information?

[Chris]: So the Remax statistic I got from Mike Ferry [phonetics]. And then the Realogy statistic was in…I want to say it was in notorious Rob’s article. It was somewhere that I read recently. It was like 192,000 [crosstalk].  Well I’ll try and find that. Now yeah it’s in the first article. So 180,000 agents as of May 2018. Realogy remains larger across its many brands with about a hundred nine hundred thousand agents. So…

[Christian]: Got you. I read that wrong. OK.

[Chris]: Yeah…go ahead.

[Nathan]: No, I just…all this got me thinking about visionaries and…and Newsweek had an article in 1995. Have you ever heard of anybody talk about it? It’s called “Why the internet will fail.” [laughter] And Newsweek wrote an article in 1995. And they said “Visionaries see the future of telecommunication workers, interactively in multimedia classrooms. They speak of electronic town meetings and virtual communities. Commerce and business will shift from offices and malls to networks and modems. And the freedom of digital networks will make government more democratic.”

Baloney. The truth is no online database will replace your daily newspaper. No CD-ROMs can take the place of a competent teacher. And no computer network will change the way government works. Well we know how that all turned out.

[Christian]: There was always gonna be naysayers. So sometimes they’re right, sometimes they’re not. You know. And also, I mean…

[Nathan]: That’s right.

[Christian]: History…history will tell if this is the start of a decline or just keeps killing on the way it is.

[Nathan]: So let’s take a bet. I say…well I say in the next three to five years, you see one or two of the big ones. They will fail.

[Chris]: I think that…

[Christian]: I am not confident enough to give a timeframe. But I think there’s definitely a shift towards indie, small, you know, client based with culture and character versus the big franchises.

[Chris]: It’s gonna shift to more of a relationship. It’s going to be relationship driven. People are gonna get tired of…of technology replacing everything. I mean we’re already starting to see that. So I think…

[Christian]: We’re fatigued. 

[Chris]: Technology is going to be imperative with how well it integrates. The…the integration of the technology is going to be more important than the shiny object aspect. Right. It’s gonna work very…it’s gonna…technology’s going to evolve to become more seamless with the transaction. So that the moment we update something in our system, our client gets notified. That it improves the relationship rather than replacing the relationship.

And Nate one of the things that you just made me think of, is something that Mark Zuckerberg said.  You know, you can be…it’s the pessimist versus the optimist. Right. The successful person is going to be the optimist. The pesum…so you can either be successful, or you can be right. Where the pessimist is right. And that is because the pessimist is always going to find data points to support their position that’s going to show that they’re right. The optimist is going to…the optimist is going to be successful because they are going to find a way to make it work.

So on that note let’s go ahead and recap. Christian what are your final takeaways? Nate your takeaways? And then we’ll wrap this up for this week.

[Christian]: Sure. Takeaways are on my second Inman, I still think it’s, you know, I don’t know think it will ever  replicate the first experience. The “Aha-s” and realizing that these are my people in my community. But I still think there’s a lot of value. Content. People. It was definitely most controversial. A lot of good conversation pieces. Yeah I think the future is going to be interesting. And it pays to be, on your point, pays to be an optimist, and looking towards the future as opposed to a naysayer. And trying to hold back the future by, you know, being in denial about the world tech and innovation is going to happen in our industry.

[Chris]: Nate takeaways?

[Nathan]: Times are changing. If you think they’re gonna change, then you’re again late to the party. They’re happening right now, in front of your eyes. And then like I said, three to five years, I think we’re gonna see one or two of the big ones gone. I think it is shifting towards…I don’t say boutique-y. But, you know, we got away from what we do, which is client focused. It was agent centric. It’s…it’s all about the consumer now. It’s all about your client. And technology has enabled certain things to happen. They will continue to do so. They will never replace us. We just have to learn to work within those realms. And that’s about it. 

I…I would agree with Christian too. I don’t know if you never replicate a first-time Inman experience. But even not being there this year, I had a good experience, if you would. And I miss being there. Looking forward to Vegas next year though. Boom.

[Chris]: Well we missed having you. So be the optimist. Be successful. Thanks for tuning in to this week’s episode of re:Think Real Estate. Tune in next Monday when we release our next episode. Have a great day. 


[Chris]: Thanks for tuning in this week’s episode of the re:Think Real Estate Podcast. We would love to hear your feedback so please leave us a review on iTunes. Our music is curtesy of Dan Koch K-O-C-H, whose music can be explored and licensed for use at dankoch.net. Thank you Dan. Please like, share and follow. You can find us on Facebook at Facebook.com/rethinkpodcast. Thank you so much for tuning in everyone and have a great week. 


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