I recently read an article on Katie Couric’s website featuring Toronto restaurateur Janet Zuccarini, discussing how changing consumer habits, including the growing use of GLP-1 medications, are affecting the restaurant industry.
Customers may be ordering less food and alcohol, but restaurant owners still have the same rent, staffing, utilities and operating expenses.
And naturally, my mind went to real estate.
After more than 30 years in this business, I’ve learned that no two real estate transactions are alike. Yet, for the most part, our compensation structure doesn’t distinguish between a straightforward sale and one that requires extraordinary time, resources and expertise.
Consider a couple happily selling their family home to downsize into a condominium. They’re communicating, making decisions together and working toward the same goal.
Now consider a matrimonial home being sold during a high-conflict divorce.
Two spouses. Two lawyers. Sometimes additional family members are involved. Occasionally restraining orders, court orders, tenants, financial pressures and an extraordinary lack of trust.
Suddenly, what might ordinarily require one conversation requires two, three or even four.
One explanation becomes several. One decision requires multiple discussions and approvals. Communications must be carefully documented, neutrality must be maintained, and even arranging access to the property can become complicated.
The hours multiply. The emotional energy multiplies. The responsibility certainly doesn’t diminish.
Yet the commission structure remains the same.
And this isn’t limited to divorce.
Estate sales can involve multiple beneficiaries with different expectations, emotions and timelines. Downsizing can require months of conversations, reassurance and patience as someone prepares to leave a home filled with decades of memories.
Every life stage brings different challenges, and every client deserves the same level of professionalism, care and respect.
But here’s what I find particularly interesting.
Cheryl began her real estate career in 1981, and I joined her in 1995. Between us, we’ve spent decades navigating not just changing real estate markets, but changing family dynamics, expectations and life circumstances.
That experience matters.
We’ve learned to anticipate problems before they become crises, recognize when emotions are influencing decisions, negotiate through difficult circumstances and maintain our neutrality when everyone involved may be pulling in different directions.
Someone less experienced with these types of transactions may need considerably more time to navigate situations we’ve encountered many times before.
That doesn’t mean our work is easier. It means our experience allows us to manage complexity more effectively.
Decades of experience don’t eliminate the challenges of a transaction. They give us the perspective, judgment and skills to navigate them.
And much of that work happens behind the scenes, long before a property is listed or an offer is presented.
Which brings me back to Janet’s article and another interesting parallel between our industries.
Like restaurant owners, realtors are business owners. We have operating expenses, staff, marketing commitments and financial responsibilities that continue regardless of how business is performing.
But there’s one significant difference.
When someone visits a restaurant, they pay for what they order.
In real estate, we invest our time, professional expertise, marketing dollars and resources upfront, often for weeks, months or even years, without receiving compensation until a transaction successfully closes.
And sometimes, despite all that work, a sale never happens.
That’s simply part of the business model we’ve chosen.
But it does raise an interesting question about how we measure the value of professional services.
Is it the number of hours spent? The final result? The expertise required? The problems prevented before anyone even knew they existed?
I would argue it’s a combination of all of them.
And perhaps that’s why experience becomes particularly valuable during life’s more complicated transitions.
When families are navigating divorce, estate settlements, relocation or downsizing, they’re rarely dealing with just a real estate decision.
They’re dealing with change, uncertainty, emotions and sometimes conflicting priorities.
The last thing they need is someone learning how to navigate those complexities at their expense.
They need professionals who understand both the market and the people involved.
Cheryl and I have always believed that a successful sale isn’t measured solely by the final price. It’s also about how we help people get there.
And while the financial realities of our business are important, so is recognizing that the families experiencing these challenges haven’t chosen to make their lives more complicated.
They’re often navigating some of the most difficult chapters they’ll ever face.
Our role is to bring clarity, experience, patience and sound judgment to a process that can otherwise feel overwhelming.
Janet’s article reminded me that industries evolve, consumer expectations change, and business models don’t always keep pace with the realities of delivering exceptional service.
Real estate is no different.
Perhaps the broader conversation isn’t simply about compensation, but about recognizing the true value of experience, emotional intelligence, negotiation skills and the countless hours of work that clients may never see.
Because behind every sale is a story.
And some stories require considerably more time, patience, financial investment and expertise to bring to a successful conclusion.
That’s the part of real estate you don’t see on a SOLD sign.
And perhaps that’s the part we need to talk about more often.
Beyond the Sale | Samantha Graff Benmor
The Graff Group Toronto
