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In real estate, few areas highlight this more clearly than recruitment. The decision to recruit, merge, or bring new people into a business isn’t just a transaction; it’s an exercise in connection and relationship building. And it doesn’t happen overnight.

According to Ray White Queensland CEO, Jason Andrew, “if recruitment doesn’t start today, you’re already a day behind what could become a 10-year journey.”

Too often, recruitment conversations are stalled by familiar excuses: the talent pool is shallow, good agents won’t move, principals won’t sell, the timing isn’t right. But the reality is that those objections usually signal unaddressed concerns, not dead ends.

“When leaders take the time to uncover what’s really driving hesitation, and manage those stakeholders with care and intent, opportunity appears,” Jason said.

Kim Olsen of Ray White Kim Olsen Property (part of Ray White Collective) joined Ray White after her franchise agreement with another group was up

A powerful example of this is the relationship that developed between Jason, Director of Ray White Collective, Haesley Cush and recent Ray White recruit and business owner, Kim Olsen. Kim spent 10 years as a principal at another real estate group and, like many business owners, found the COVID period deeply challenging.

“No one on the ground was leading us through it,” she recalled.

What stood out to Kim about Jason’s recruitment approach was that it wasn’t a pitch or a strategy. It was two moments of genuine human connection: a phone call from Jason during the pandemic to simply check in, and another during the Brisbane floods of 2022 offering support.

“At the time, I thought: he’s not even associated with us, and he cared enough to reach out,” Kim said.

Those moments weren’t strategic on paper; they were genuine moments of humanity from one industry peer to another. But they built trust.

When her franchise agreement eventually came up for renewal, and with Haseley and his partners operating just 200 metres down the road, those earlier gestures became the foundation for open, honest conversations.

The discussions weren’t about winning or losing, or ego versus control. They were about alignment, flexibility, and realism.

Haesley Cush of Ray White Collective

“Sometimes 70 per cent agreement is as close as you’ll get,” Jason said. “The real question is: is the juice worth the squeeze?”

That mindset reflects mature stakeholder management; understanding that perfection is rare, but shared intent is powerful.

What followed wasn’t an “arranged marriage,” but a partnership grounded in vision. Kim had been the number one operator in her group, with a strong team and proven results, yet she recognised the opportunity to access better leadership, structure, and technology.

“I didn’t come from having any of that,” she said. “Now I’m grateful to have leadership around me, the tech, and opportunities I didn’t even know existed.”

The first 12 months were a learning curve.

However, the focus has now shifted from short-term outcomes to long-term legacy.

“Both of us wanted the same thing,” Haesley said. “Sustainable growth, strong teams, and businesses that thrive over decades, not just years.”

In real estate recruitment, the lesson is clear. The pie is big enough for everyone, but only when relationships come first.

With open conversations, aligned values, and genuine care for stakeholders, recruitment becomes less about moving people around and tiptoeing around egos, and more about building something meaningful together.

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