I hesitate to write this. I really do. The reason is that I have so much admiration for Gary Keller, who is on my list of the top five most…
I hesitate to write this. I really do.
The reason is that I have so much admiration for Gary Keller, who is on my list of the top five most important and influential people in the history of the residential real estate industry. (The other four are: Colbert Coldwell, Dave Liniger, Arthur Barnhisel, and the duo of Lloyd Frink and Rich Barton.) The real estate company he founded in 1983, Keller Williams, has grown to be the largest single brand in the world by agent count with over 180,000 agents in May of 2018. (Realogy remains larger across its many brands with about 192,000 agents.)
Many of my favorite people in the industry are Keller Williams brokers and agents, and things like KWCares, Red Day and KW’s coming to the assistance of the people of Houston after Hurricane Harvey are extraordinary and worthy of admiration.
But the tone of the conversation — intense, conflict-ridden, sometimes awkward, sometimes funny — is what really stole the show.
That’s being rather gentle.
Combined with the strange message of his Vision speech at Family Reunion earlier this year (which I discussed here and here), what I saw was a leader of a company well past Stage 1, deep in Stage 2, and headed towards Stage 3 of decline. This is worth talking about not because any of us should take pleasure in KW’s fall, but because other companies in real estate can and should learn important lessons from what is unfolding before our eyes.