What I Look for in People Now

Something my perspective has genuinely shifted on over the years is what I look for in people.

Earlier in my career, I probably weighted experience more heavily. Track record, tenure, results on paper — all the usual markers. Experience still matters. It’s a positive. But it’s no longer the deciding factor for me, particularly in the context of luxury real estate and leadership.

Attitude Comes First

When I’m hiring an agent now, attitude comes first.

I’m asking simple questions:
Are you a good human being?
Are you glass half full or glass half empty?

I’ve seen how a consistently negative outlook can be taxing — not just on one relationship, but on an entire team. And in a business that operates at the premium end of the New Zealand luxury property market, that has real consequences.

Energy, perspective, and how someone shows up day to day matter more than people often realise.

I Look for People Who Lift Others

I’m drawn to people who want to succeed — but who also want the people around them to succeed.

That matters. Luxury real estate isn’t an individual sport. Whether we’re delivering high-end real estate marketing, advising clients through complex decisions, or navigating broader global real estate trends, collaboration and trust underpin everything we do.

People who bring perspective, humility, and a willingness to support others strengthen the entire business.

Experience Helps — But It Isn’t Critical

Experience is important. It’s a positive. But it’s not critical.

I would back someone with limited experience and the right attitude over someone highly experienced who brings the wrong energy every time. Skills can be taught. Systems can be learned. Attitude is far harder to change.

In luxury real estate, the work is advisory. It requires emotional intelligence, resilience, and judgement — qualities that aren’t always visible on a CV.

How People Show Up Matters

What’s written on a CV tells part of the story — but not the whole thing.

I pay far more attention to how someone listens, how they handle feedback, how they respond under pressure, and how they treat others when no one’s watching. Those behaviours are what build trust with clients and credibility within teams.

From a real estate leadership perspective, this has been one of the most important lessons for me.

Final Thoughts

The strongest teams I’ve built — and been part of — are made up of people who bring the right mindset, not just the right experience.

At New Zealand Sotheby’s International Realty, operating within a global brand and delivering international real estate exposure for our clients, standards matter. But culture matters just as much.

For me, choosing the right people starts with attitude. Everything else can follow from there.