Darryl Davis talks to Howard Hanna CEO Hoby Hanna, who offers a leadership case study on maintaining a unique brokerage culture while navigating unprecedented industry change.
I had the pleasure of interviewing Hoby Hanna, president of Howard Hanna Real Estate Services, on my Real Estate Unscripted podcast. Founded in the 1950s by his grandfather, Howard Hanna has grown to more than 15,000 agents and staff across 500 offices in 13 states and reported over $40 billion in closed sales volume in 2022.
But beyond size, what makes Howard Hanna a fascinating leadership case study is its ability to hold true to its culture while navigating the significant changes shaping our industry. Here are some of the most impactful takeaways from our conversation — lessons any leader can apply.
1. Know your culture — and protect it
Hoby describes Howard Hanna as “a family business made up of family businesses.” Every agent is not just an independent contractor but a partner whose business supports their own family. The company’s role is to help those businesses thrive with transparency, resources and education.
Culture isn’t about claiming superiority. It’s about clarity. Too often, brokerages try to mimic competitors. Howard Hanna has grown by staying consistent and authentic to its values, reinforcing them regularly at companywide meetings.
Leadership lesson: Define your culture clearly, align decisions with it, and protect it even as you grow.
2. Choose partnership over resentment
In some corners of the industry, brokers have at times viewed their agents’ success with tension. Howard Hanna has taken a different approach: seeing agent success as company success. This philosophy has shaped how they grow and support agents.
Leadership lesson: A scarcity mindset creates walls; a partnership mindset builds bridges.
3. Lead with transparency
Transparency is at the heart of Howard Hanna’s leadership. That commitment extends to how the company communicates about industry policies such as the Clear Cooperation Policy (CCP).
Howard Hanna was among those who voted against the policy when it was introduced. Hoby explained that the company believed local MLSs and brokers were better positioned to determine rules for their markets. While Howard Hanna supports cooperation and data-sharing, they felt CCP created additional complexity and took away flexibility from sellers and agents.
Leadership lesson: Even when navigating industrywide changes, explain your position clearly and professionally so that your team understands the “why” behind it.
4. Keep the consumer’s choice at the center
At the heart of Howard Hanna’s perspective is the belief that sellers should have meaningful choices. Some homeowners want maximum exposure, while others may prioritize privacy, speed or convenience — even if it means accepting a slightly different price outcome.
Hoby emphasized that brokers should respect and facilitate those choices, while ensuring transparency in how options are presented.
Leadership lesson: True leadership empowers clients and partners to make informed choices rather than imposing a single way forward.
5. Prepare your people for change
Perhaps the most pressing change today is the shift toward buyer agency agreements. For decades, compensation flowed quietly through MLS offers of cooperation. Now agents must secure signed agreements directly with buyers.
This transition caused understandable concern. But Hoby sees it as an opportunity for agents to elevate professionalism — just as they’ve always signed listing agreements with sellers. Howard Hanna has trained extensively so agents can explain their value confidently, secure agreements and comply with new standards.
Leadership lesson: Change without preparation creates fear. Equip your people with both the skills and the confidence to navigate new realities.
5. Reinforce professional value
One of Hoby’s strongest points: Agents must stop working without agreements. In commercial real estate, brokers wouldn’t consider working without a signed contract securing their fee. Residential agents need to adopt the same mindset.
Howard Hanna encourages agents to clearly explain their value and secure agreements that ensure they are compensated — whether by the seller, buyer or through negotiation.
Leadership lesson: When leaders set the expectation that professionals secure their worth, it elevates the entire organization.
6. Balance advocacy and service
While Hoby expressed concerns about the complexity of MLS rules and the rollout of CCP, he also acknowledged the important role that industry organizations such as the National Association of Realtors and local boards play in advocacy for housing and professional standards.
His focus, and Howard Hanna’s, remains on constructive dialogue: working with associations, voicing concerns when necessary, and staying focused on what matters most — supporting agents and serving consumers.
Leadership lesson: You can advocate for change while remaining collaborative. Leaders find the balance between speaking up and staying service-focused.
7. Stay accessible
At the close of our conversation, Hoby did something remarkable: He gave out his personal phone number and encouraged agents — even those outside Howard Hanna — to reach out.
That kind of accessibility is rare in a company of this size. It demonstrates a culture where leadership is approachable and engaged.
Leadership lesson: No matter how big your organization grows, stay available. Accessibility builds trust and loyalty.
Final thought: Leadership as stewardship
Howard Hanna’s story is one of growth, innovation and consistency. But as Hoby emphasized, leadership in real estate is ultimately about stewardship. Leaders don’t own their agents’ businesses or their clients’ homes — they are entrusted to guide, support and protect.
That’s a message every real estate leader should remember: Our role isn’t just to close transactions. It’s to make a difference in people’s lives. The money we earn is simply a reflection of the lives we’ve helped move forward.