"He didn't compete with the agents he recruited to his brokerages. Instead of splitting his time leading a business and selling homes, he focused on the former with John Aaroe & Associates and John Aaroe Group. In doing so, he won the respect of those he worked with because he had the time and focus to mentor agents and others at his companies. That's different from a model many brokerages employ today where founders or those in the C-suite are also still selling."
"Much of my success can be credited to his guidance, generosity, and unwavering belief in others, Kirman said in a statement to The Real Deal. His influence extended far beyond any one organization. It started off with yells but ended with hardly a whisper. That's the shorthand on the legal battles that erupted last year in October between Douglas Elliman's California subsidiaries, along with former managers and executives."
John Aaroe prioritized running his brokerages rather than competing with the agents he recruited, dedicating time to leadership and mentorship. He focused on managing John Aaroe & Associates and John Aaroe Group, earning respect by giving agents guidance and attention. That leadership model contrasted with brokerages where founders or executives also continue selling homes, though some firms use a multi-pronged leadership approach that enables scale. Colleagues described Aaroe as a class act and a legend; Aaron Kirman credited his success to Aaroe's guidance, generosity and belief in others. Separate legal disputes arose last October involving Douglas Elliman's California units; two suits settled in December, while a third matter involving Christina Carrillo remains.
Read at therealdeal.com
Unable to calculate read time
Collection
[
|
...
]