The REM Mastermind playbook, unveiled by a panel of top broker‑owners, offers a concrete set of actions that appear to be boosting agent retention across diverse Canadian markets.
Retention matters.
Growth‑First Mindset Replaces Retention‑Centric Thinking
All three brokers—Jim Burton of RE/MAX Infinity, Christan Bosley of Bosley Real Estate, and Corinne Lyall of Royal LePage Benchmark—agree that focusing on agents’ business growth naturally reduces turnover. Burton says he wakes up thinking about how to expand each agent’s sales pipeline, not about keeping staff. His numbers back the claim: only two agents left his three‑office operation in two years while the roster grew by roughly 25 net agents.
Instead of offering perks or counter‑offers, the owners prioritize activities that boost production. The premise is simple—if team members are busy closing deals, they have little incentive to walk away.
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Metric‑Driven Early Warning System
Each brokerage employs a rigorous scorecard that flags slipping performance before agents consider leaving. Bosley’s monthly office scorecard tracks four key performance indicators: active listings, firm deals, agent count at standard level, and gross margin with average commission rate.
Managers compare actual results to forecasts and devise corrective plans when numbers diverge. Lyall sends productivity reports tied to Royal LePage’s award tiers, prompting agents to chase the next milestone. Burton provides a closed‑sales list every Friday and a bi‑weekly balance‑sheet review, including deals that fell through. These data‑driven alerts give leaders a chance to intervene early.
In practice, the scorecards act like a health check for each agent’s pipeline, turning raw numbers into concrete support actions.
One‑on‑One Coaching as the Engine of Retention
All three leaders maintain regular, structured contact with their agents. The consistency of these interactions means agents receive help before they need to ask for it.
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When staff leave, owners cite a lack of promised support as a common reason. By keeping the lines of communication active, the brokers aim to prevent that perception from forming.
The following observation reflects what these practices mean for everyday agents: a broker who invests time in regular performance reviews and transparent financial reporting offers a clearer path to earnings growth, which can be especially valuable for newer agents still learning how to scale their business.
High Standards, Even If It Means Losing Some Agents
Bosley openly admits she regularly releases underperforming agents—those closing fewer than four deals a year—after a six‑to‑eight‑month coaching window. The rationale is brand protection; a weak performer can dilute the firm’s reputation. Lyall and Burton echo this approach, stating they would let go of producers who breach ethical standards, regardless of volume.
Counterintuitively, this policy can improve overall retention. When Bosley let a well‑known producer go, five new agents who had been waiting to join immediately signed on, demonstrating the magnetic effect of a strong cultural fit.
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Handling Departures With Grace
When an agent gives notice, the owners focus on the remaining staff. Lyall meets agents before they decide to leave, reinforcing internal stability. Bosley, if not consulted beforehand, conducts a clean off‑boarding while keeping the door open—half of her former agents return within five years. All three agree never to burn bridges, as the treatment of departing agents signals the firm’s values to those staying.
Technology Is Not a Retention Tool
Agents often cite cutting‑edge platforms as a lure, but the panelists argue that technology alone does not keep agents. Bosley recounts a competitor’s platform that generated an inaccurate automated home valuation, which she exposed to a departing agent, prompting the agent to stay. Lyall stresses that technology must be coupled with human guidance, while Burton asks prospective agents whether the platform will truly grow their business.
Proactive Transparency During Industry Scandals
Trust‑account scandals periodically shake the industry. Each broker tackles these issues openly, presenting the facts in sales meetings and emphasizing compliance as a protective measure for both agents and clients. Burton’s straightforward message—trust accounts are sacred—reinforces a culture of integrity that bolsters confidence among his agents.
Overall, the eight‑play framework demonstrates a shift from reactive retention tactics to proactive growth, transparency, and standards. By embedding these habits into daily operations, the featured brokerages appear to be creating environments where agents choose to stay because they see a clear, supportive path to success rather than because they are merely offered a better split.
