No query is too big or small — if it’s about elevating the look of your real estate, we want to hear it and we want to help! Email your questions to ninadoiron@isodesign.ca

As a real estate agent, one of the key challenges you may face when helping clients sell their homes is ensuring the property remains show-ready at all times. While staging is an excellent way to present the home in its best light and attract buyers, it can be difficult for sellers to live in a staged home, especially when balancing busy lives. But don’t worry — there are plenty of strategies to help sellers keep their homes ready for showings while minimizing stress and maintaining comfort.

Here, we’ll explore tips for sellers on how to live comfortably in a staged home, keep the property show-ready and avoid potential pitfalls. With your expert guidance, your clients can increase their chances of selling quickly and for top dollar.

Why it’s important to keep a staged home show ready

First, it’s important to emphasize to sellers why keeping their homes in pristine condition during the listing period is essential. A staged home is designed to appeal to the emotional triggers of potential buyers. A clean, well-organized space helps buyers imagine themselves living in the home, which can lead to quicker offers and higher sale prices.

However, one messy or cluttered space can break that emotional connection for buyers. When they walk into a home that’s untidy or doesn’t look like the photos they saw online, they can become distracted by the clutter and may focus on negatives rather than the home’s best features. That’s why sellers must maintain the home in show-ready condition at all times.

Tip #1: Create a daily routine to stay show-ready

A daily cleaning and tidying routine can help sellers keep their homes looking fresh without the need for a deep clean every time there’s a showing. Encourage your clients to set aside 10-15 minutes in the morning before heading off to work and another 10-15 minutes in the evening to quickly tidy up common areas, wipe down countertops and do a quick vacuum or sweep if needed.

This daily routine can prevent messes from piling up and help your clients feel more in control of their space. Consider sharing a checklist of high-priority tasks to focus on daily, such as:

• making the beds (use photos taken on staging day as a reference to restyle the bed)
• clearing off countertops
• putting away toys, clothes and personal items 
• wiping down kitchen and bathroom surfaces
• emptying the trash
• checking for pet messes or odours

Tip #2: Pre-pack personal and non-essential items

Encourage sellers to think of the staging process as the first step of moving. Ask them to pack away personal items, non-essential decor and excess furniture that could make the space feel cluttered or personalized. By doing this in advance, they’ll have fewer items to worry about maintaining and will make the home feel more neutral for potential buyers.

Not only does this help declutter, but it also reduces the number of personal belongings sellers have to organize every day. Plus, it gives them a head-start on moving once the home is sold!

Tip #3: Implement organizational systems

Having organizational systems in place can make a world of difference for sellers living in a staged home. Encourage them to invest in storage solutions like decorative baskets, bins and drawer organizers to keep essential items easily accessible but hidden from view.

Here are a few quick organization ideas that can help:

• baskets for storing items like shoes, blankets and kids’ toys in living areas
• bins or baskets inside closets to hide clutter
• drawer organizers in bathrooms and kitchens to keep counters clear but necessities closeby
• decorative trays on coffee tables or countertops to display essentials (like remote controls) in a stylish, controlled way

Tip #4: Designate ‘off-limits’ areas

If possible, recommend that sellers designate one or two rooms or spaces where they can store personal items and daily clutter when showings are scheduled. A basement storage room, garage or even an out-of-the-way guest bedroom can serve as a quick spot for stashing toys, laundry or paperwork before buyers arrive. Remember, this doesn’t mean that they should toss these items into the space — these storage spaces should always be neat and tidy.

This strategy can ease stress and provide a sense of relief for families who still need a bit of extra space for daily life but want to maintain the overall appearance of the home.

Tip #5: Be prepared for last-minute showings

Showings can often be scheduled with little notice, which can catch sellers off guard, especially during busy weekends. To help them prepare for this, encourage your clients to keep a “showing emergency kit” ready with supplies they can use for last-minute touch-ups.

The kit could include:

• a microfiber cloth and multi-surface cleaner for quick wipe-downs
• a lint roller for furniture
• air fresheners or room sprays to neutralize odours
• a laundry basket to quickly gather and hide personal items
• a small vacuum or broom for fast floor touch-ups

By having these essentials ready to go, sellers can clean up quickly and feel more confident when a last-minute showing request comes in.

Tip #6: Keep pets and pet items under control

While many buyers are pet lovers, not everyone appreciates the presence of pets during a showing. To appeal to as many potential buyers as possible, advise your clients to manage their pets’ presence and belongings during the listing period.

Pet management could include:

• arranging for pets to be taken out of the house during showings, either to a neighbour’s home, to daycare or on a walk
• keeping litter boxes, pet beds and food bowls clean and out of sight
• neutralizing pet odours with air fresheners or odour-eliminating sprays

Tip #7: Maintain outdoor spaces

Don’t forget about curb appeal! The exterior of the home is just as important as the interior, so sellers should keep outdoor spaces clean and tidy as well. This could mean mowing the lawn, sweeping the porch, clearing walkways and even adding seasonal plants or fresh flowers to the entryway. Yard maintenance should be done on a weekly basis. 

If sellers are too busy for this, encourage them to consider outsourcing the task to a local yard maintenance company. It’s important to remember that the condition of the outdoor space is often a good representation of the indoor space. Both should be show-ready at all times. 

Why it’s worth the effort

While it may seem like a lot of work to maintain a staged home, the effort is well worth it. Homes that are kept clean, clutter-free and neutralized for buyers tend to sell faster and for higher prices than those that aren’t. By following these practical tips, sellers can live comfortably in their staged home and ensure that it remains show-ready, allowing them to maximize the potential of their sale.

As a real estate agent, your role is crucial in guiding sellers through this process and providing them with the support and advice they need. The result? A smoother selling experience and happier clients.

Got home staging questions for a future column? Submit them to ninadoiron@isodesign.ca

Recent changes in the housing market present exciting opportunities for homebuyers. As a realtor, your role is crucial in guiding clients through these updates, helping them build effective plans to achieve their homeownership goals by having them reach out to a mortgage broker to see what they are able to afford.

Knowing these new rules and guidelines will help with strategy and future goals of climbing the “real estate ladder.”

Expanded amortizations for first-time homebuyers

Starting December 15, first-time homebuyers will have access to 30-year amortizations. This change can benefit your clients in two significant ways:

1. Lower income requirement. By extending the amortization period, the income required to qualify for a home purchase decreases. This means more clients can meet the necessary criteria.

2. Reduced monthly payments. Clients will experience a decrease in their monthly payments, making homeownership more financially manageable. For instance, on a $600,000 purchase, the monthly payment could drop by approximately $250, providing greater flexibility in budgeting.

Increased insured mortgage cap to $1.5 million

For clients with high incomes but difficulties saving for a down payment, the increase in the insured mortgage cap to $1.5 million can accelerate their path to homeownership. Previously, purchasing a $1.4 million home required a down payment of $280,000. Now, as of December, clients can potentially purchase the same property with a down payment of about $115,000 — a savings of $165,000.00 in upfront requirements.

This change is also advantageous for “right-sizers” looking to downsize. It allows them to allocate more funds from the sale of their larger home toward retirement, as they can put less down on a new, smaller property. However, clients should keep in mind that closing costs, typically around 3.0 per cent of the purchase price, need to be accounted for in each scenario.

For a $600,000 purchase price, anticipate that clients will need an annual income of approximately $150,000 to meet today’s stress-test requirements.

Switching lenders at renewal: A business opportunity

While you may not initially think about how switching lenders can benefit your business, it’s essential to understand that mortgages encompass more than just interest rates. The Canadian Mortgage Charter now allows insured mortgage holders to switch lenders at renewal without undergoing a stress test. This change opens up opportunities for borrowers to shop around for better rates and terms, potentially saving them thousands of dollars.

Encourage your clients to consider lenders that don’t adhere to posted rates. This strategy can significantly reduce Interest Rate Differential (IRD) penalties.

Case in point

For example, let’s compare a $1 million mortgage with three years left on a five-year term at a 5.0 per cent interest rate: 

By choosing a monoline lender (provided qualifications are met), your client could save $25,000 in IRD penalties, allowing them to manage financial changes better and seize new opportunities.

Tax-efficient savings strategies

As well, two important tax-efficient savings methods have emerged that can empower your clients on their journey to homeownership:

1. RRSP withdrawal limit increase. The amount that can be withdrawn from an RRSP has increased from $35,000 to $60,000 per borrower. This change provides additional funds for clients to put toward their down payments.

2. First-time home saver account. Introduced in 2023, this account allows clients to save $8,000 per year in contribution room, which reduces their taxable income. Unlike RRSP withdrawals, funds from this account do not need to be repaid and any gains earned within it are tax-free. This account, however, has a sunset clause in 2028, making it vital for clients to act quickly to maximize its benefits.

These recent changes create valuable opportunities for your clients. By understanding the implications of expanded amortizations, increased mortgage caps, flexible lender options and tax-efficient savings strategies, you can help them make informed decisions on their path to homeownership.

Recently, I had a productive conversation with clients who were planning their retirement. We discussed timelines and strategies to secure their future, including selling their current home and weighing the benefits of continuing homeownership versus stepping away from the housing market.

Their current home is valued at around $1.2 million, with no mortgage. They also have savings and RRSPs, but most of our focus was on how to optimize their real estate assets for retirement. If they sold their home, they’d have around $1.14 million in equity to invest, so the key question was how to best use that money to achieve their goals, including frequent travel.

Here’s a look at the options we explored based on their real estate and assets. A scenario like this could apply to many of your clients and come in handy when discussing their options.

Option 1: Sell and invest locally

One possibility was selling their home and purchasing a property in Oshawa with a legal accessory apartment for around $800,000. After covering purchase and closing costs, they would have $300,000 left to invest.

At a 4.0 per cent return, this would generate approximately $12,000 in annual income. In addition, the accessory apartment could be rented for about $1,800 per month, bringing in an additional $21,600 annually.

This would give them a total of $33,600 per year in combined income, which would be taxable but with minimal tax implications given their lower retirement income. Plus, some home expenses could be written off as rental deductions.

Option 2: Buy a seasonal or vacation home

Another appealing option was using the $300,000 to purchase a winter home in Florida instead of investing it in the stock market. After converting the funds to American dollars, they would have about $225,000 to buy a property in “The Villages” northwest of Orlando.

The carrying costs would be about $300 per month. Although this option wouldn’t generate investment income, they would still earn $21,600 annually from renting out their Oshawa property. Additionally, they could rent out their Florida home when not using it, potentially generating $3,000 to $4,000 per month in U.S. dollars.

Helping your clients explore equity-shifting opportunities

This conversation highlighted how many homeowners, particularly those who have lived in their homes for decades, overlook the financial potential of downsizing or shifting their equity into different types of properties. Even if they opted to rent rather than purchase a vacation home, the income from investments or property rentals could still comfortably cover their travel and living expenses.

For homeowners in the Durham Region and many other areas, selling and reinvesting home equity offers a range of benefits, from financial freedom to increased quality of life. I’ve spoken to many who regret holding onto their homes for too long, only to find that rising maintenance costs strained their budget and limited their ability to enjoy retirement luxuries like travel.

At a certain point, it’s important to reassess whether homeownership continues to make sense or if downsizing is the smarter financial move. For my clients, their next step was to consult their accountant about the tax implications of owning rental properties both locally and in Florida.

It’s a good problem to have as they enter this exciting new phase of life. Your clients might be in a very similar position.

Struggling to close deals in today’s market? Let’s get practical and tactical and look at three simple goal-setting techniques that will help you increase your closing ratios.

Early on in my career, I woke up without a plan. I would log into MLS, get distracted by the notifications, decide to update my profile, open my email and social media accounts and dive headfirst into the wormhole. 

I would get a lead and be super excited about the opportunity, but I didn’t have a system for getting from the call to closing. I felt “busy,” but I wasn’t getting the expected results. 

So I found people who were. And I studied them in depth. What did they do differently by which they were achieving success when so many in this industry gave up before they even had a chance to succeed?!

Do some goal-setting before investing time, skill or money

A huge unlock for me was zooming out and setting up goals for what I wanted to accomplish BEFORE I deployed time, skill or money.

The three pillars I focused on to start with were setting clear goals personally, professionally and transactionally.

Personal goals

If your personal life is falling apart, it will seep into your professional life, and people can FEEL it. 

No one wants to do business with people they don’t trust or who don’t show discipline or professionalism in their personal life.

If you had to grade the following from 1-10, with 7 not being an option,* where would these fall in your life? (This is my stack. Modify it to whatever tracks with your ambitions.)

• Faith
• Fitness
• Family
• Friends
• Finances

If I take care of my stack in order, by the time I get to work, I’m PUMPED and EXCITED that I GET to do my job. 

Others I meet resent their work because their family is upset they work all the time. Or they feel sluggish and unhealthy, which studies have proven makes you more irritable and likely to fly off the handle. 

What you focus on expands. 

It doesn’t mean I’m perfect by any means, but if any of these fall below a 6, I ask myself what small action I can do to make it an 8-10. 

Often, it’s just frontloading the calendar with family trips, walks to the beach and time-blocking my workouts in at a time I KNOW they’ll get done. Personally, I had to start waking up earlier to get my mind and body right before the world started pulling on me. It took time and effort to make the change, but I can tell you that the version of myself now would run OVER Justin 1.0. 

If I don’t take the time to ask myself these questions, how fast will time pass without me making improvements? I can tell you: Decades in the blink of an eye.

Professional goals

Having a plan for what you would like to be known for, including transaction volume, marketing plans and budgets, is no different than plotting a course for a journey across the ocean.

Not having a plan is also no different than not plotting a course across the ocean.

Which would you rather do if you were crossing the Pacific?

Reverse engineer success. As an example, if you want 50 deals:

• 8 dials = 1 contact
• 12 contacts = 1 lead
• 5 leads = 1 appointment 
• 2 appointments = 1 contract
• 2 contracts = 1 transaction 
• 240 contacts = 1 transaction

By this metric, if you wanted to do 50 deals a year, you should contact 230 people a week. Let’s say you can only commit to prospecting four days a week. That’s 55 people (rounded down).

That’s not a lot. If you sit down for 30 minutes, open your CRM, hit 45-50 people a day x5 days a week — there are your 50 deals. 

The key is like my morning routine: start with 1-5 people daily until you develop a system. What you focus on improves. If you commit to it, you get faster. My bet is with one hour of focused prospecting time daily, you can get to 100-200 touches quickly. But it starts with one. 

The real secret? Most successful agents do 1-3 hours a day because they understand one clear thing: prospecting is the easiest way to always stay in business. 

This doesn’t mean turning into a boiler room cold-calling machine. Prospecting can be DMing a contact on Instagram, texting or emailing, but yes, a human call is the mother of all connections. The key is to log the contact in a system where you can track your efforts. 

The basics are undefeated. 

Transactional goals

Many people don’t realize that it’s essential to have a clear picture of success in a transaction with a client. Be it a buyer or seller, tenant or landlord, all of these have different measures of success.

Some are price-related, some are condition-related, some are tied to an overall portfolio strategy where the transaction is part of a bigger plan. 

The best thing you can do for a client is spend the time to reverse engineer what success looks like for THEM. Many agents get this wrong — they fail to remember that we are FIDUCIARIES. This means that the client’s goals are above our own. 

Think about how this has played out in the industry:

Agents who throw cutting comments amid tense negotiations to belittle others so they can feel important or because they felt slighted in the past and are looking for revenge — all while their client suffers the costs, unbeknownst to them. 

A broker-owner so caught up in a personal vendetta that he chooses to exert power over a minor contractual disagreement that could lead to an unneeded legal battle between clients when everything could have been easily mediated.

The listing agent who literally tells a client that they need to buy through them “because it’ll be easier to get the deal done” and builds a reputation for it. 

I could probably write three articles on stories that all give you the same “feeling,” but I think you get the point. All of these are typically a sign of shortsightedness and insecurity. 

Over time, focusing on the transactional goal will allow you and your clients to develop a stronger bond and relationship as you’re tested with various challenging situations because, if documented, you can always zoom out to the original goal, then zoom in to the problem at hand for a pragmatic solution. 

Plan ahead to execute well

So, what goals are YOU going to set — personally, professionally and transactionally?

I bet there are deals and things you can think of RIGHT NOW.

I know that simply writing this has reminded me to update mine. I used to business plan every December, but over the years I’ve realized that in our business, you need to be working 60-90 days AHEAD of when you’re looking to execute. This means that planning for me now starts after Labour Day so I’ve got a clean plan in writing by October. 

If you need help or accountability, reach out anytime. Sometimes all it takes is sending a message.

* 7 is a non-answer — if you force yourself to choose 6 or 8, you know where you really stand.

It’s a well-known fact: relationships aren’t just important in real estate — they’re everything. While closing a deal may seem like the ultimate goal, what sets the most successful agents apart is their ability to build long-lasting client connections that go beyond the transaction. That’s where relationship marketing comes in.

Relationship marketing focuses on creating meaningful, trust-based connections with your clients and turning one-time buyers into lifelong advocates. It’s about building relationships that last — well after the keys are handed over — and keeping your name top-of-mind when their friends or family need an agent in the future.

Ready to transform how you connect with your clients? Here’s how you can utilize relationship marketing to enhance your client interactions and grow your real estate business.

Personalize your client communication

One-size-fits-all communication doesn’t cut it anymore. To truly connect with your clients in a way that makes them feel seen and heard, you need to make your interactions feel personal and tailored to their unique needs. Whether it’s sending a handwritten note congratulating a client on their new home or remembering key details like family birthdays or pets’ names, these personal touches show clients you genuinely care about them as individuals.

Consider utilizing a CRM system to keep track of important client information and set reminders for follow-ups. Personalized communication can turn what might have been a standard transaction into a memorable experience, increasing the likelihood that clients will come back to you — and refer others — when they need real estate services again.

Nurture relationships through consistent follow-ups

Staying in touch with clients after the sale is a simple yet powerful way to nurture relationships. Instead of letting the relationship fade away once the deal is closed, keep the connection alive by checking in with your clients periodically. Whether it’s sending market updates, neighbourhood events or a quick “How’s the new place?” message, consistent follow-ups let clients know you’re thinking about them long after the paperwork is complete.

Building trust over time makes your clients feel valued, and when it’s time to sell or buy again, guess who they’ll think of first?

Build a presence in your community

Investing in your community with your time and energy is a great way to attract loyal clients. By attending local networking events, sponsoring charity drives or volunteering for causes in your area, you’re not only doing good but also reinforcing your presence as a trusted local expert. Networking events in particular are prime opportunities to meet potential clients and strengthen connections with existing ones.

When people see your name associated with positive, community-driven events and initiatives, it enhances your credibility and trustworthiness — both vital components of relationship marketing.

Create a client-focused social media presence

Social media offers a perfect platform to foster and maintain client relationships. Rather than just posting listings, use your social media channels to engage with clients in meaningful ways. Share valuable content on homebuying, market trends or even local community events. Reply to comments and messages promptly and authentically, and encourage clients to share their own experiences with you.

By building an online community that reflects your dedication to helping clients, you create a space where potential buyers and sellers feel connected to you long before they even need an agent.

Turn clients into advocates

The ultimate goal of relationship marketing is to transform clients into loyal advocates who will refer you to their friends, family and colleagues. Ask for reviews and testimonials after a successful transaction, and consider starting a referral program to reward clients who send new business your way.

In a recent article, we shared a step-by-step process for getting glowing reviews, covering everything from the perfect timing to request feedback to crafting personalized messages that make it easy for clients to leave detailed, positive testimonials.

In real estate, relationships are everything. By continuing to provide value and nurture the relationship well after the deal is closed, you can build a strong, trust-based connection with your clients that will lead to repeat business and referrals for years to come.

Looking to turn one-time buyers into lifelong clients? Start by investing in the power of relationships today, and watch your real estate business thrive.

We know the majority of real estate agents love selling homes because they love architecture or helping and working with people. For many agents, there is nothing more satisfying than helping people find their first home or a new home, and they often wear many hats other than just helping to buy or sell properties.

The public asks a lot of their agents but maybe not enough when it comes to selling condominiums. Assessing the property value of a condominium is so much different than a single-family home. 

Be your client’s first line of defense in a potential condo purchase with warning signs

Buyers are purchasing a unit in a corporation run by a board of directors voted on by its owners — do real estate agents take this complex situation into consideration when selling a condominium unit?

Agents can be the first line of defense when showing potential condominium owners new units by helping them identify the signs of a bad board of directors — and to do this, they don’t have to review documents. A condominium board has a fiduciary responsibility to the owners and the corporation itself, so they are directly responsible for a neglected building.

The first time I walked into the building of my first condominium I was a little surprised that the entry system had not been updated. There was no fob system either, just the same old lock and key system installed over 20 years ago. A little ping in my head went off, and I remember thinking how odd it was — it’s not a huge expense to introduce a fob system into a building so what did this mean?

This was the first red flag I should have considered because the problems didn’t stop after I stepped into the building.

Bring up potential issues as you view a property

Real estate agents can help potential buyers by identifying a few potential red flags, which can be communicated while showing the property. Depending on the number of warning signs, it may be necessary to consider an additional review of documents.

Buyers can see the red flags but they often don’t register because buying a home is overwhelming.  We all know the only thing most buyers see is that fantastic kitchen or large patio, for example. Everything else just fades away and any practical signs are often overshadowed by those great features. If a realtor can help identify some of these flags, they can assist potential owners in making sure they don’t get stuck in a really bad condominium building with a unit that happens to have a great kitchen. 

Watch for these common red flags

These little signs will allow you to possibly make a suggestion to your buyer that a more detailed review will be needed: 

1. Little to no upgrades. If you’re walking into a time warp, it’s a sign that the board is not working well together. Why the building hasn’t been upgraded should be something you think about before your client buys.

2. Meeting minutes. A lack of minutes isn’t necessarily a flag but it could be something to consider. The board may be very efficient and do a lot of governing by emailing each other so they don’t meet every month, or maybe it’s because the board is dysfunctional or undemocratic and doesn’t hold meetings.

3. Neglect. Have a look in the corners of the common areas, elevators and back alley to see how often the building has been cleaned. Buildings need a good commercial cleaning and a power wash on the inside and outside every couple of years — if it’s not done, that’s a pretty good sign something is not working in the corporation.

4. No welcome or information package. The more services a building provides, even for small buildings, the more important these types of documents become. They should include items such as passwords, garbage policies, recycling and any number of helpful things an owner should know about their building. If there isn’t anything provided, it’s a sign that there is very little organization from the board and you may need to dig deeper.

Best to take it one step at a time

While it’s a big thrill to sit and write the offer for a unit on the spot, if the building is exhibiting several reg flags it’s worth the extra effort to first wait and check out how the building and corporation function.

If the owner isn’t interested in the time or expense of a detailed document review then it’s prudent to at least suggest taking a second look. Have the buyer bring a friend or family member to the building that isn’t wearing those rose-coloured glasses and can point out some of the flaws.

Selling a condominium should take a little extra attention and more work because of the nature of communal living. Ensuring your buyer is investing in the best building is your first priority. There are too many problems with boards and property managers that affect the health and well-being of an owner, unlike what they’d experience in a single-family home.

Working to safeguard and protect your buyer in picking the right condominium in a building where the board operates in the best interests of its owners should be at the top of the list.

Calgary-based realtor Renata Reid has an inspired way with open houses that’s helping to reshape the traditional format and kick this timeworn marketing tool up to the next level.

As senior vice president of sales for Sotheby’s International Realty Canada, Reid believes that open houses should tell a story and sell a lifestyle. Her brokerage has done a number of marketing videos featuring her techniques, hoping to fire the imaginations of agents across the country.

Are open houses still worthwhile in this fractured, digitally-driven market? And what, you may ask, could Reid possibly be doing in this threadbare milieu to attract that kind of attention?  

The world of extreme open houses: An ‘immersive’ experience with the ‘Martha Stewart’ touch

Welcome to the world of extreme open houses, where superior enticements such as catered refreshments, entertainment and prizes are used to generate buzz about a property, stimulate the senses and create an unforgettable “elevated” experience. 

Envision an open house held by Martha Stewart, if she was a realtor.

The home has a gourmet kitchen? Have a chef at the open house cooking up a storm. There’s a gorgeous deck? Throw an epic barbeque. The idea is for potential buyers to see the home sizzling with life and energy, making it easier for them to imagine themselves living there. 

“If you don’t do anything out of the ordinary, people won’t come,” insists Reid, who maintains that potential buyers are attracted to the “immersive experience” she creates.

Of course, there also continues to be a need for quieter open-house experiences.

But if you’re going all-out, a paper plate of cheese and crackers won’t do. At Reid’s open houses, depending on the asking price and the package the sellers choose, there’s live music — everything from a violinist or wandering professional singer to a jazz band. There may be games and prizes set up in the backyard to keep the kids occupied, white linen tablecloths making the event more reminiscent of a wedding than an open house, floral displays and fresh baking scenting the air, elaborate trays of food (and wine, if allowed) and waiters smoothly circulating with canapes.

Once, to symbolize “iconic luxury,” Reid had an Aston Martin on display in all its glory. “I have sponsors for my open houses — mortgage specialists, architects, interior designers — who may be there to give advice to potential clients,” Reid adds. 

Creating hype with advance advertising and a warm welcome

Creating momentum leading up to her “grand open house weekends” is a key part of the hype, with plenty of “coming soon” advertising, she explains.

Wife and husband team Kelly and Michael MacKendrick concur that “a lot depends on advertising in advance.” Without going to the radical lengths that Reid does, the couple, with Sutton Group Heritage in Ontario, recently managed to pack the open houses they held for the sale of their own home in Markham, prior to moving to the small town of Meaford. 

“Even during COVID we’d have people lined up out the door for open houses, once they were allowed again,” recalls Kelly. 

It can’t hurt that you’d be hard pressed to find realtors more hospitable than these two. We’ve all been to open houses where the agents barely acknowledge visitors. That’s not the MacKendrick’s style, nor do they feel it’s constructive. 

It’s about ‘the art of selling’

“A large part of whether or not you’re successful at an open house comes down to the art of selling,” asserts Michael. “If you’re not engaging, I can see why an open house wouldn’t be as effective.” 

He and Kelly like open houses because they maximize exposure for their clients — which is the name of the game, they point out — and also have potential to be a source of new clients, thanks to those who come through unrepresented or bring along friends and family. Unlike many agents, they’re not adverse to extending invitations to people who aren’t in the market to buy, as it can be helpful in getting the word out.

This includes neighbours — nosy and otherwise. “Some of your best advocates are the neighbours. We’ve gotten clients that way,” says Kelly. “And they give you great intel on the neighbourhood.”

Look for out-of-the-box opportunities and strategies

Thinking outside the box, the duo have occasionally held open houses at odd times, including in the evening and when school is about to let out. “You never know what will work. Look for opportunities,” they advise.

Taking that kind of strategizing further, realtors could consider timing open houses to coincide with events in the area, such as street fairs, neighbourhood-wide garage sales, concerts and other community gatherings. 

Another perspective: Don’t ‘water down’ the experience

Re/Max top producer and real estate advisor Tim Hill of Greater Vancouver cautions though, that the sellers’ interest in open houses tapers off after the beginning stages. “Open houses are most effective when a property is just listed,” or has recently had a price reduction, he’s observed.

Hill explains that holding too many open houses tends to “water down” the experience for everyone, especially sellers, who grow tired of all the cleaning and the amount of time they’re required to remain away from the house.

In his opinion, open houses “are not the most effective tool,” due mainly to the attendance of “looky-loos” and potential buyers who haven’t been prequalified. 

Make seller expectations clear and give buyers plenty of notice

This familiar beef notwithstanding, Re/Max broker Akash Bedi, a past president of the Winnipeg Regional Real Estate Board, has found that recent open house “traffic counts” have increased now that summer is over.

Bedi advises making it crystal clear to sellers what’s expected of them, and allowing at least “four to five days of pre-marketing” to help ensure that people who want to attend an open house are available and up to speed.

Many realtors get new agents to help with open houses and with marketing them, he adds. From what Bedi has seen, the majority of agents and their clients “still use open houses as a listing and marketing tool.”

Most clients, although by no means all, still seem to like and expect them … elevated experience or not.

As a realtor, you can anticipate your client’s questions and know key market statistics. But lurking in the shadows of that new apartment you’re about to show is a potential mass of bylaws and rules — especially in British Columbia and Ontario — that could catch you and your client off guard and ruin that potential sale.

Guiding your client through the labyrinth of condominium rules and bylaws is critical to turning their purchase into a place that truly feels like home — not a homegrown nightmare.

Important to pay attention to both common and administrative bylaws

Bylaws and rules often confuse. But simplifying them to the basics makes it easy for homeowners and potential buyers to understand.

Bylaws govern how the condominium (or strata) corporation operates and cover everything from pets to short-term rentals to smoking. On the other hand, rules are closer to housekeeping items — how late the amenity room is open, for example. Rules are more accessible to change and typically focus on day-to-day things, while bylaws require a significant portion of the ownership to agree to change/add or modify.

Ann Benoit, vice president of Winford Strata Management in Vancouver, says about bylaws for buyers: “On top of the common bylaws, buyers should also pay attention to administrative ones, especially those allowing B.C. councils to vote via email between meetings.” While it doesn’t seem important at the time of purchase, waiting for a board meeting to get renovation approval can delay weeks if not months.

Benoit adds, “Potential buyers should focus on what they enjoy in their day-to-day lives and what might affect them. Smoking and barbecue restrictions aren’t common but could affect an owner.”

These common bylaws & rules often cause issues for buyers

Ensure your clients understand the bylaws and rules of the building they’re buying into before closing. While each condominium complex will have its unique bylaws and rules, general ones around pets, renovations and rental restrictions, for example, seen in almost every set of condominium or strata bylaws can cause issues for potential buyers.

Pets are a significant consideration when moving, but pet bylaws and rules can be complex and need a thorough review with a close eye. The most common pet bylaws restrict the number of dogs, cats, birds and other pets housed in a unit. However, the restrictions can often go beyond these to include size, weight and breed restrictions, and some buildings will ban pets (some animals or all) entirely.

Over and above restrictions on the actual pets, there are typically bylaws about aggression and noise and where the pets are allowed on the property. Enforcement can vary for these bylaws from a simple fine (where applicable) to more extreme measures such as removal of the pet.

Renovations tend to be the norm when moving into a new apartment. In most buildings, approvals are needed before the work can begin. Most buildings will have some bylaws concerning the process but typically, it’s simple.

However, there are cases where the bylaws can be pretty lengthy and include things such as a restriction on materials used, requirements for flooring underlays, specific work hours and even deposits.

Rentals have been a hot-button bylaw for many prospective buyers, but things have changed in B.C., where rental restrictions were abolished in 2022 under the Strata Property Act. Strata corporations can no longer restrict or limit the number of rentals.

Under the Condominium Act of 1998, condominium corporations cannot ban rentals in Ontario. They may require owners to notify the board when renting a unit and can restrict short-term rentals, but complete rental bans or limits on the number of rentals are prohibited.

While rentals are now allowed in both areas, keep in mind that short-term rentals, such as Airbnb, are exempt from this and can still be banned in condominium buildings.

Enforcement isn’t consistent or typically quick

Of course, not everyone follows the rules. Enforcement depends on the area, running from simple warnings and fines to court injunctions in extreme cases.

Still, Katharine Olson, managing broker for FirstService Residential in Vancouver, notes the process can be lengthy and slow: “I caution new owners that the drum-playing neighbour isn’t going to go away the first day they report it. There’s a process involved, starting with a complaint being submitted, reviewed and actioned on. It can take weeks for a potential resolution and, in some cases, even longer.”

Try to match clients with buildings that suit their needs

Navigating clients through bylaws starts with assessing their wants and needs. Jacqueline Adler of Oakwyn Realty notes that she spends time with her clients during the purchase process on bylaws. She tries to match clients to buildings and bylaws that will suit them. If they’re an avid piano player, she’ll watch for musical instruments or noise restrictions.

Bylaws and rules are the way of living in a condominium building — there’s no getting around them. By understanding the basics and reviewing the documents, realtors and owners can be fully equipped to make solid decisions on potential new homes.

The sayings “You get what you pay for” and “Penny wise, pound foolish” are tales as old as time.

I’ve seen these messages play out in the real estate industry throughout my career, and they apply to everything, including choosing a lawyer. It’s tough to ignore price, but this should not be your clients’ focal point. What should be foremost in their minds is getting value for their money.

‘Cheaper’ law firms

When I recommend lawyers to my clients, I don’t tell them “this is the cheapest lawyer” or “this lawyer won’t charge you as much as the others.” Instead, my lawyer recommendations are based on personal experience, ability, eye for detail and their upfront honesty and work ethic.

I have heard and witnessed horror stories of clients who don’t listen to my advice. They make up their mind that “cheap is best.” But nothing could be further from the truth.

For example, one of my clients chose a lawyer that purposely advertised their fees as being X amount of dollars flat rate and everything done with no hidden fees. Well, you guessed it, the hidden fees are what absolutely caused a transaction to not close. This law firm did not provide them with the correct land transfer tax figure or the correct cost of title insurance, they charged “hidden fees,” and they then tried to blame the client for the reasons the amounts were different (higher) than previously advised.

Unrealistic amount of 4-5 star reviews

There have been issues with law firms, from what I hear from other firms, blatantly “buying” reviews. If a law firm is offering a discount for a review, those are indeed “bought” as people want money back or a “discount” on their costs to buy or sell a home.

These reviews could be, and lots of the time are, disingenuous or inaccurately reflective of the law firm, its staff and its services. When you look at the 1-2 star reviews, you might hear a tone that doesn’t match the “cookie cutter” positive reviews but does match one other about problems, lack of services and post-closing issues that cost clients more than what they saved.

What a quote should indicate

When you request a quote from a law firm, you want to see the following, with an amount, next to each item:

Legal fees

• Purchase/sale – $X.XX
• Mortgage/discharge of mortgage – $X.XX
• First-time home buyer documents – $X.XX
• Land transfer tax compliance – $X.XX
• Applications/notice of assignment of rents, etc. – $X.XX

Disbursements

• Title search – $X.XX
• Office disbursements – $X.XX
• Tax certificate – $X.XX
• Water certificate – $X.XX
• Software – $X.XX
• Bank charges – $X.XX
• Other fees/charges
• Title insurance – $X.XX
• Registration – $X.XX
• Land transfer tax – $X.XX

This is a quote you can trust.

One of the best quotes that I have seen, advised who exactly was receiving the money. This law firm’s quote specifically stated the amount of money that was being paid to Service Ontario, the amount that was being paid to the Minister of Finance, the amount paid to the title insurance company, which title insurance company the law firm was using, etc.

This gave the clients a comprehensive breakdown of not only the amount of money owed but who was benefiting from that money, and they could also do a bit of research into the title insurance company and have some ease knowing what protection they were getting from that specific company. When you look at the amounts on a quote, it can seem very overwhelming, and quite frankly expensive — but the point is, you see it!

There should be no hidden costs, no surprises, no scrambling last second to come up with money. Your client is well prepared when they see a full, upfront and honest quote.

Purchasing a new build

The costs associated with purchasing a new build always catch my clients off-guard. To account for this, law firms with experience in purchasing new builds will advise clients that they need to prepare for a significant amount of money to be provided. Since the COVID-19 pandemic, the material costs, development costs and, depending on the nature of the purchase i.e. a condominium, townhouse, single-family house, etc., other associated costs are not a simple mathematical equation done by an agent or mortgage broker.

We usually tell clients on resales to anticipate anywhere from 1-3 per cent of the purchase price, but with new builds, this can be an extremely low estimate. An amazing law firm will, after reviewing the Agreement of Purchase and Sale (APS), provide a ballpark of the amount but with the warning that it could be a lot more. The biggest hitter on these charges is development fees, which are paid to cities/municipalities, provinces, government ministries, etc. to cover and accommodate the new influx of people moving into the area. This includes, for example, adding more public transportation, new roadways that will need to be maintained each season (e.g. snow plowing), schools, parks and more.

On a basic 1-2 bedroom condominium, these fees can be $6,000-$7,000, and on an average semi-detached or detached home (depending on location) they can be $12,500-$25,000. And this is only one charge. Hydro and water connections range from $350-$1,500 each, driveway paving ranges from $650-$1,250 and tree planting can be around $500-$1,000. Since these are not normal costs on a resale property, the 1-3 per cent estimate doesn’t work. 

Conversations with buyers about these charges should not only start with me as a real estate agent but should also be reiterated by the law firm. This is why the most important thing to do with new build purchases is to have a clause that allows for solicitor review, as law firms can write a letter asking that these costs be “capped” to a certain amount and can then negotiate on your client’s behalf. Depending on the property being purchased, a great law firm will get these additional costs, including development fees, capped at $5,500-$15,000. This will give your clients an idea of how much “extra” money they need at closing.* 

Title insurance

Buyers should never close a transaction without the protection of title insurance, especially with the amount of fraud that’s so prevalent these days. Title insurance is their sword and shield — it steps in to sort out issues. Nonetheless, this insurance is always a sore spot with my clients. They don’t understand why their $1.5 million home purchase has title insurance in the amount of $1,300-$1,500, even when lawyers advise that after $500,000 premiums are paid in increments as the purchase price gets higher. 

This one-time payment protects homeowners for as long as they own the home, for example, from mortgage or total title fraud. It also covers outstanding bills, like water or property taxes, that the seller didn’t pay, along with undisclosed orders on the property and more.

I had a client buy a (commercial) property with TSSA (Technical Standards and Safety Authority) orders that would have cost him around $150,000 out of pocket, but title insurance paid the value of the whole policy plus the 10 per cent increase after one year, making the damage minimal to his pocket.

An amazing lawyer will ensure buyers have Deal Protection Endorsement and Market Value Endorsement (MVE). MVE will protect the value and equity in the home. If an issue pops up, say, 10 years from closing and the home has exponentially increased in value, if they’re to be paid out anything, MVE ensures it’s for the current market value, not the original value shown on the policy.

The bottom line: if a law firm doesn’t explain this to their clients, it’s not a law firm that you should be recommending or using, ever.

The law clerk/legal assistant

Your client’s main point of contact will be the law clerk and/or legal assistant assigned to their file. One telltale sign of a disorganized law firm, or a law firm that won’t take a client’s best interest to heart, is if the transaction has been “bounced” around to multiple parties at the office. Now, if there has been an emergency and the clerk/assistant is not in the office, that’s a reasonable explanation for a file to be moved to a new person. These situations happen and they don’t mean the law office is less than par, but if they’ve been given to more than four different people, this should be worrisome.

It’s one thing if they mostly talk to the assistant and then the clerk calls to clarify something (as the clerk has the better legal knowledge and does most of the legal work on the file), but if they’ve spoken to multiple clerks/assistants and are constantly getting asked the same questions over and over again, this is a “cause for pause” and a conversation they need to demand they have with a lawyer.

My favourite law firm has the law clerk talking to everyone, she makes notes in every file and the front of every file has a checklist to indicate what happened/is happening, when and why, what’s outstanding and still needs to be addressed, etc. Your clients need to be comfortable with the clerks and assistants.

My rule has always been if they’re not forthcoming with what to anticipate or if they find out but don’t divulge information clients most definitely should know, that’s a sign for concern. A prime example here is if the law firm finds out your client is in a “train transaction,” meaning they’re selling to buy and the people they’re buying from are also selling to buy: the parties are reliant on the very first transaction. In this case, a good firm would tell them to try and get a same-day bridge loan. This will stop them from incurring costs on the purchase in the event that the seller doesn’t get their mortgage funds, funds don’t come in time, etc.

No law firm wants to deal with extremely costly extensions due to subsequent train transactions. These are law firms that know what potential situations can incur and the costs they might involve, and they’ll do everything to ensure clients aren’t getting “screwed” financially.

Above all, the law firm your clients go with will make or break their experience, finances and sanity. Help them make the best choice.

* I’ve heard of cases where builders set water/hydro connections at $70,000 to “get around” the capping agreement, as these charges aren’t included in capping (also not included in capping are property tax, common expenses, grading/performance deposit, etc.). Lawsuits have come out of this and possibly still are.

A warming Edmonton housing market has prompted a top agent in the city to be “disruptive” in using list price as a marketing tool — much like agents in Toronto and Vancouver did when their markets were hot.

“We’ve been disruptive and changed buyer behaviour,” by pricing houses below those of comparable properties, says Taylor Hack, realtor and team leader of Hack & Co. and Re/Max River City in Edmonton. 

Works in hot markets because ‘buyers are predominantly afraid of two things’

Hack notes the strategy is not only about using a lower price to attract attention but also to drive that attention in a set period, such as opening weekend, and to attract multiple offers. Selling above the price of comparable listings is the end goal.

In hot markets, “It works because buyers are predominantly afraid of two things: missing the one or paying too much,” Hack says. “The more they fear missing the one, the more likely they would pay too much.”

Sales prices exceed comparables by $15-25k and about 16% above list price

Hack, who has been in the business for 10 years and whose team is ranked in the top 2.0 per cent in the world for Re/Max, says the strategy wouldn’t have worked until recently because the Edmonton market has been “buyer-centric for most of my career.”

By using list price as a marketing strategy, Hack says he’s seeing sales prices exceed comparables by $15,000 to $25,000 and an average 16 per cent over list price. 

The strategy works when inventory is low and prices are increasing, he says. According to Hack, prices in some areas of Edmonton are increasing by 2.0 to 3.0 per cent each month and inventory is at two months. 

The stats speak for themselves

The Realtors Association of Edmonton found overall July inventory in the Greater Edmonton area was tracking 15.1 per cent lower than July 2023. 

Meanwhile, total residential average prices were $435,094 in August 2024, a 9.1 per cent increase from August 2023. Overall, all residential listings averaged 35 days on the market, an 11-day decrease compared to the same period a year earlier.

Specifically ‘for a market rising out of the comparables, where each property selling is going to benchmark upward’

Despite a stronger market overall, the strategy does not work for certain areas of the city’s housing market, such as condominiums or luxury homes, Hack notes. “Using price as a marketing tool is like having a golf club for a specific shot. It’s specific for a market that is rising out of the comparables, where each property selling is going to benchmark upward.”

For a recent house sale that closed with comparables of about $365,000, Hack priced the property at $335,000. The property not only gained interest from people seeking properties for $325,000 to $335,000, but those looking for homes for $350,000, he explains.

It ended up having more than 80 weekend showings, 18 offers and then selling for more than $380,000 — well over the comparables. 

Teaching top agents throughout Canada a strategy clients are excited about

Hack has travelled to Toronto and Vancouver in the last six months to talk to top agents about how the strategy has evolved in those cities. As a result, “We get to use a well-defined playbook in a market where the majority of the agents are not this prepared.”

He notes the strategy is combined with other marketing tactics, such as doorknocking, “coming soon” notices akin to movie previews and “notables” — displays that draw attention to features in the home. The notables say catchy things like, “Your midsummer’s night sleep brought to you by central air conditioning” as house hunters approach the bedrooms. 

Clients are excited about the strategy. “It’s very easy to show them how it works and what it does,” Hack says. 

Toronto: Buyers ‘no longer willing to play the game’ except in select areas

Tom Storey, a realtor and team leader at The Storey Team and Royal LePage Signature, has been selling in Toronto for the last 10 years. He says market conditions in seven of those years were such that it made sense to list houses for lower than real value, with what he calls marketing or event pricing and limited offer dates. 

When inventories are low, “Buyers are willing to play the game because there aren’t tons of options.”

But in much of the Toronto market now, particularly condominiums, buyers are no longer willing to play that game. 

The strategy can still work, however, in high demand areas with limited supply of freehold properties between $999,000 and $1.5 million, such as Leslieville, The Beaches, High Park and Roncesvalles, Storey says.

He explains that in softer markets the only real answer is price if your property doesn’t have “a wow factor” (like a great view, location or school district) and is “cookie cutter.”

“If you want to get more traction on your property, you have to be better-priced than all the other options,” Storey adds.

Greater Vancouver: No more multiple offers so ‘be sharp on your price’

Realtor Scott Moe of the Moe Real Estate Team and Re/Max Treeland Realty in Langley, British Columbia, says the Greater Vancouver area is no longer one in which multiple offers can be expected, which was long the case.

He recalls, “In a hot market, we would price it lower than what we were expecting to get, set an offer date about a week later, show it all weekend,” and wait for multiple offers to come.

Now, the market in areas like Langley and Surrey is more balanced. “You don’t want to price it too high but if you price it too low and you want more than what you’re asking for, you’re probably going to get that lower price.”

Moe says in a normal market the main thing to be aware of is the price bracket you’re falling into, bearing in mind that for consumer real estate websites like Realtor.ca, buyers search within ranges of $50,000 for properties between $500,000 and $1 million.

“If you’ve got a townhouse that we think is worth $780,000 to $800,000, I would rather price it at $800,000,” Moe says. “Then, you’re in the $750,000 to $800,000 price bracket and the $800,000 to $850,000 price bracket on all of those websites. Even if you price it at $801,000, you’re going get so much less activity.”

The goal is to “Be sharp on your price. You don’t want to overprice it or you’re going to be sitting there.”