Jeanette Langford: CEO of the St Augustine St Johns Board of Realtors

REE #237 Transcript

[00:00:00] Jeanette Langford: It wasn't always easy, and those are things that can be tough to navigate. I think the most important thing I did was earn trust. As long as you have trust from the people you work with—whether they're below you, peers, directors, or even politically above you—you can navigate those relationships much better. Establishing that trust makes everything easier to handle.

[00:00:31] Tracy Hayes: Welcome back to the Real Estate Excellence podcast! We have a special guest today. My guest holds a position in real estate that many may not even realize exists but is critical to the industry's success. She is the Chief Executive Officer of the St. Augustine St. Johns County Board of Realtors. With a rich background, she served as the VP of Professional Services at the Mid-Indiana Board of Realtors and held positions with the Indiana Real Estate Commission. This year of transition has highlighted her leadership in stepping up for the St. Augustine board. Let’s welcome Jeanette Langford to the show!

[00:01:32] Jeanette Langford: Thank you for having me.

[00:01:32] Tracy Hayes: I appreciate you joining us. I’m curious—most agents know the board presidents, but the CEO's role often isn’t as visible. Could you explain what a CEO does, particularly in this year of transition for real estate?

[00:02:15] Jeanette Langford: Absolutely. To your question about the CEO’s role, it’s about providing advice and guidance while managing the board's operations and ensuring we stay aligned with our mission.

[00:02:21] Tracy Hayes: We'll dive into that, but first, let’s explore your background. Your LinkedIn shows an impressive journey through Indiana's state system, even earning your college degree later in life. Can you share how you started and what led you to work for the state?

[00:03:00] Jeanette Langford: My husband Joey and I lived in Monrovia, Indiana, before moving here. I began working for the state of Indiana in 1992 after finding a job in the newspaper. At the time, I had just graduated high school and was a young mother. I needed a steady Monday-to-Friday job, and working for the state was a good fit. It wasn’t high-paying, but it provided stability while raising my kids. Without a college degree initially, I worked hard to prove myself, moving through various roles over 21 years.

[00:04:30] Tracy Hayes: Working in a bureaucracy for 21 years takes a particular skill set. How did you handle the politics, differing personalities, and ideologies over those years?

[00:05:31] Jeanette Langford: It was a lot like any large organization. When I became the director of the Real Estate Commission and Appraiser Board, things shifted to a more political realm. Navigating those relationships required trust. Building trust helped me manage interactions with the board, directors, and even political appointees.

[00:06:00] Tracy Hayes: How did you handle directives you didn’t agree with while ensuring your team stayed motivated and aligned?

[00:06:27] Jeanette Langford: It’s all about taking a measured approach. I learned not to react too quickly. I would sit on issues, think them through, consult trusted colleagues, and then decide how to navigate the situation. If something didn’t feel right, I would communicate my concerns constructively.

[00:07:28] Tracy Hayes: That balance is key. Shifting gears, what was your experience like at the Mid-Indiana Board of Realtors (MyBOR), where you served as VP of Professional Services?

[00:12:02] Jeanette Langford: I spent about nine years at MyBOR. Initially, I handled professional standards, including Code of Ethics complaints. Over time, my role expanded to include professional development programs, like the leadership training we offered. Toward the end of my tenure, I also worked with the membership department to address operational challenges.

[00:13:14] Tracy Hayes: MyBOR is much larger than St. Augustine’s board. Were there major differences in handling professional standards complaints?

[00:13:37] Jeanette Langford: Yes, MyBOR had over 100 complaints annually, and we had staff dedicated to managing them. Here at St. Augustine, I handle complaints directly, though we receive far fewer. Not all associations manage professional standards internally; some outsource it, but given my background, it’s a natural fit for me.

[00:15:00] Tracy Hayes: What percentage of complaints do you think are legitimate versus misunderstandings or interpersonal conflicts?

[00:15:31] Jeanette Langford: In my experience, all complaints feel legitimate to the person filing them because they perceive a problem. However, many complaints are about unprofessional behavior, which isn’t necessarily unethical. That distinction can be hard for people to understand.

[00:16:00] Tracy Hayes: It sounds like maintaining professionalism and clear communication is critical. Thank you for sharing your insights!

[00:16:36] Tracy Hayes: Do you go back to the agent? Because I’m thinking about someone who's doing things that are borderline. You don't want them to fall over unless they intentionally want to go to the dark side. Are there designated individuals at the real estate board who handle this? I know they like to keep some of these issues below the radar from other members—people's names aren’t used, and so forth. But do you say, “Hey, this is the complaint we got. We found it unprofessional, not unethical, but you might want to keep yourself off that line”? Do you have that kind of conversation with an agent?

[00:17:16] Jeanette Langford: I try to include those points in the written decision. I avoid discussing the complaint outside of the process determined by the hearing panel. We aim to write the decision in a way that communicates: while this wasn’t a violation of the Code of Ethics, it’s a caution for the member to clean up their act, essentially. Sometimes, people want to talk about it, and I explain as much as I can without stepping outside the panel's findings.

[00:17:55] Tracy Hayes: Talking to other realtors, especially those in leadership, how important is maintaining a high ethical standard? I know you’ve worked with NAR, and we mentioned the Code of Ethics earlier. Is it a big part of your role? Leadership changes over time, but you’re there year after year. How important is it to uphold professionalism and set those standards?

[00:19:36] Jeanette Langford: That’s part of my role: ensuring our members are seen as professionals by consumers. It boils down to professionalism. When we consider all the challenges in the real estate industry right now—the headlines and issues at NAR—it’s crucial that our members are trusted for their advice and guidance. Without proper education and information, they can’t fulfill that role. I understand that agents don’t think about the Code of Ethics in every situation, but we need to be there to guide them when necessary.

[00:21:00] Jeanette Langford: One thing I’ve tried to implement is providing an option for discussion. Instead of automatically filing a complaint, members can share their concerns, and we can address them. Sometimes it’s just about raising awareness. A quick note or call to an agent, saying, “Hey, this was reported to us, and while it’s not unethical, it could be seen as unprofessional,” can make a difference. The goal is to set a standard and encourage improvement before issues escalate.

[00:21:49] Tracy Hayes: Exactly. You don’t want these issues hitting the nightly news.

[00:21:52] Jeanette Langford: Exactly. That’s why we take opportunities to point things out and address them internally. If members don’t feel comfortable addressing each other directly, they can contact me, even anonymously. The ultimate goal is to ensure our members are seen as professionals.

[00:22:12] Tracy Hayes: Would you say that setting a high ethical standard is one of the most important roles of the real estate board? Because one bad apple can tarnish the reputation of all realtors.

[00:22:35] Jeanette Langford: Absolutely. Unfortunately, that’s how things often work. One bad actor can cause issues for the entire industry.

[00:23:11] Tracy Hayes: It’s especially tough since agents are self-employed but are perceived as one large group—realtors. Whether they’re with Keller Williams or another brokerage, they’re all lumped together, and one bad apple reflects on everyone.

[00:23:19] Jeanette Langford: That’s right. It’s unfortunate that bad actors can cast doubt on the entire industry. It’s why the board’s role in maintaining high standards is so important.

[00:24:00] Jeanette Langford: There’s also a distinction between “different” and “unethical.” Some members may think, “If it’s not done my way, it’s wrong,” but that’s not true. Everyone has their niche and way of doing business, and as long as it aligns with the Code of Ethics, it’s not unethical—just different.

[00:24:10] Tracy Hayes: Exactly. I’ve spoken to many agents, and everyone does business differently. Some are highly productive in ways others might not agree with, but it doesn’t mean it’s unethical—it’s just their way.

[00:24:38] Jeanette Langford: Absolutely. The key is ensuring that whatever method they choose, it’s done professionally.

[00:25:00] Tracy Hayes: Let’s talk about your role as CEO. You’re the leader, ensuring standards and ethics. What are some day-to-day responsibilities that agents might not realize you handle?

[00:26:00] Jeanette Langford: My role involves managing the day-to-day operations of the association and staff while ensuring the board’s strategic vision and goals are met. I also focus on making our organization the best choice for members. Agents have options, so we need to provide the tools and benefits they need for success.

[00:27:30] Tracy Hayes: How do you stay informed about industry changes?

[00:27:33] Jeanette Langford: I engage with everything I can—emails, meetings with other CEOs, Florida Realtors conferences, and NAR events. It’s like drinking from a firehose, but you learn to prioritize and bring relevant issues to the board’s attention.

[00:28:03] Tracy Hayes: Do Florida Realtors facilitate conversations among CEOs across the state?

[00:28:23] Jeanette Langford: Absolutely. Florida Realtors are phenomenal. They’ve been a tremendous resource, especially when I transitioned here. They’ve helped me understand Florida’s laws and practices, introduced me to key players, and provided guidance.

[00:29:34] Tracy Hayes: What are some key differences between Indiana and Florida real estate?

[00:29:42] Jeanette Langford: Indiana doesn’t have as much waterfront, so the flood insurance and short-term rental issues are more prominent here. In Indiana, private property rights were a big focus, but these issues seem more concentrated in Florida.

[00:30:18] Tracy Hayes: Do you involve yourself in discussions about contracts or agreements, like the buyer broker agreement?

[00:30:49] Jeanette Langford: I think it’s important to be aware of those issues and to stay informed, even if I’m not a practicing agent. My role is to provide insight and support wherever needed.

[00:31:00]
Jeanette Langford: Our organization might want to address or approach a particular issue, such as insurance, which really needs to be decided by the board of directors.

[00:31:07]
Tracy Hayes: Right. So you came in mid-year. What are some of the current directives you’ve been executing for the board?

[00:31:25]
Jeanette Langford: I got lucky when I started. We were just 10 days away from launching our data share with Real MLS, Daytona, Space Coast, and Hernando County. I wasn’t here for the challenges of setting it up over the last two years, but it launched successfully on July 10th. I started on July 1st, so I can’t take credit for it. That was a major focus for 2024.

[00:32:14]
Tracy Hayes: So what’s next?

[00:32:22]
Jeanette Langford: For 2024, the focus was hiring a new CEO and launching the data share. Looking ahead to 2025, we’re working on a new membership portal. It will let members collaborate on projects, manage committee work, and create profiles for consumer searches. For instance, if a consumer is looking for an agent with a specific niche, like farmland expertise, they could search by that criteria and see relevant agents.

We’re also launching a leadership program. The board has expressed a need to identify and cultivate future leaders. This program will not only encourage involvement in our organization but also support individuals who want to engage in broader community leadership opportunities.

[00:34:53]
Tracy Hayes: Is it similar to NEFAR’s Leadership Academy?

[00:34:58]
Jeanette Langford: Exactly. We want to bring together diverse experiences and perspectives into leadership roles. This could help people discover their passions—whether it’s serving on city councils, chambers of commerce, or getting involved in community projects.

[00:36:00]
Tracy Hayes: Let’s talk about attracting members, particularly agents near the northern parts of St. John’s County who might join NEFAR instead of St. Augustine’s board. Is there a strategy to encourage participation here?

[00:37:01]
Jeanette Langford: Members will join the board that best meets their needs, whether that’s location, education opportunities, or technology tools. What I hear from members is that they value personal connections. Being able to call or visit the board and talk to someone they know is important.

We aim to provide top-notch tools, services, and education while maintaining a small-town, personalized touch. I want members to feel like they can walk into the office and ask to speak with me directly.

[00:39:18]
Tracy Hayes: Are there any new ideas or technologies you’ve seen at conferences that you’re considering introducing here?

[00:39:49]
Jeanette Langford: There are, but they’re still in the early stages. Conferences like the one we attended in Boston are great for learning about innovative tools and services.

[00:41:19]
Tracy Hayes: Since you’ve been here, are there small changes you’ve implemented to improve operations or add value to members?

[00:41:53]
Jeanette Langford: One of the first things I focused on was improving our communications. They needed to be clearer, easier to read, and more visually appealing. It’s important for links to work and for members to get concise, helpful information.

[00:42:41]
Tracy Hayes: Can you give a specific example of how communication has improved?

[00:42:59]
Jeanette Langford: Communication is a challenge for every organization, especially when members are inundated with emails. We’re working to streamline how we share information. A new portal could help by displaying tailored updates directly on members’ home pages when they log in.

[00:44:22]
Tracy Hayes: You mentioned earlier the idea of hiring a communications person. It’s important to consistently reach members through various channels—emails, social media, and even videos. Events, for instance, require persistent promotion across all platforms to drive participation.

[00:46:19]
Jeanette Langford: Absolutely. It’s crucial to have a mix of approaches to keep members engaged and informed.

[00:46:52] Jeanette Langford: I get it because I sign up for things that sound interesting, put it on my calendar, and then I think, “I just don’t know if I can do that today. I have too much going on.” So I understand. But you’re right; a lot of members wait until they’re sure they won’t have a closing that day to sign up.

[00:47:16] Tracy Hayes: That’s the lamest excuse, though. My agent friends listening to this—when you see an event, you need to schedule it. Tell the closing agent, "I’m not available from 9 to noon." Most events don’t last all day. Close in the afternoon when the event ends. We miss out on so much because we’re waiting for the phone to ring. Take control. You have control.

One thing I remember from Quicken Loans is their approach to letting calls go to voicemail. Even if you’re available, let it go to voicemail. Show that you’re busy and attending an important event. Then, get back to it later.

[00:48:02] Jeanette Langford: He’s not wrong. Nine times out of 10, when you attend these events, you leave saying, “I’m so glad I went.” You always get something out of it.

[00:48:19] Tracy Hayes: This is about membership and value. I wrote down, “Why St. Augustine?” Danielle Frazier, for example, is great at slowly moving the needle. She wants the St. Augustine Board to be exceptional. You don’t even have to ask her—her vision is clear.

But how do we show agents the value of joining St. Augustine over other boards, like NEFAR? NEFAR might offer more classes or events because they’re larger. What’s your pitch for St. Augustine?

[00:49:32] Jeanette Langford: Right now, the pitch is, “Come with me.” I’m here with fresh ideas and new benefits. The past five months, I’ve been figuring out who we are and who we want to be.

[00:50:03] Tracy Hayes: Why did you choose St. Augustine?

[00:50:05] Jeanette Langford: They chose me, but I saw something in this board—a vision for providing great service. They had a foundation that aligned with my vision of what an association could be. Over the next few months, we’ll identify our current benefits and figure out what value we can bring to potential members.

[00:51:01] Tracy Hayes: Many members never even come in. What feedback are you hearing from less active members?

[00:51:07] Jeanette Langford: The vibe I get is that we’re not top of mind. Members feel like, “I don’t have time for that; I’m working on my business.” In 2025, my goal for the first quarter is to visit brokerages and talk directly to agents. I want to know what they think the association does for them, what they value, and what they’re missing.

[00:52:58] Tracy Hayes: That’s brilliant. Hopefully, they’ll welcome you in. Some brokers are deeply involved, while others only show up for classes. Why aren’t more brokers engaged when this is their business? Their involvement sets cultural standards and helps the industry as a whole.

[00:54:09] Jeanette Langford: Encouraging brokers to engage is key. The path to more member involvement is through the brokers.

[00:55:52] Tracy Hayes: A huge number of agents—around 80%—don’t renew after their first two years.

[00:55:59] Jeanette Langford: Too high of a percentage.

[00:56:09] Tracy Hayes: Absolutely. And I think their choice of brokerage plays a big role in that. Brokers need to be actively engaged with the board and help new agents succeed.

[00:58:27] Jeanette Langford: What you’re describing is the missing piece between pre-licensing education and real-world practice. Real estate could benefit from something akin to an internship or practical education that requires exposure to different brokerages.

[00:59:30] Tracy Hayes: Exactly. Agents need to understand the business beyond just showing houses. Experienced agents or brokers could act as mentors, providing insight to help new agents make informed choices about their careers.

[01:00:00] Jeanette Langford: It’s about bridging the gap and setting agents up for success through proper mentorship and education.

[01:00:48] Jeanette Langford: Well, honestly, that's similar to what I did. I worked for my board and created the My Board Master Professional Certification Program, "Pro" for short. It was essentially to address professionalism issues, as we discussed earlier, but it was also to help new members who are just starting in the business. It aimed to bridge that gap. The licensing course teaches you how to pass the exam, but it doesn't really prepare you for the real-world aspects of the business.

[01:01:22] Tracy Hayes: How did I get in trouble?

[01:01:23] Jeanette Langford: Exactly—it covers how to avoid trouble and how to pass the exam, but it’s just the basics. It doesn’t teach you how to deal with practical situations. Ideally, your managing broker should be a good resource, but not all brokerages provide thorough education. The certification program I worked on aimed to fill those gaps. It addressed common questions new members have, like how to handle certain situations or resolve issues.

[01:02:00] Tracy Hayes: No, I’ve got another idea. Are you ready to dive into it?

[01:02:05] Jeanette Langford: Sure, go ahead.

[01:02:13] Tracy Hayes: You mentioned getting more brokers involved. I’d be curious to see a survey of how many brokers nearby offer green agent training. Some larger ones, like Keller Williams, are known for their training programs. But for those who sign up with boutique brokerages that might not have those resources, could the board step in and offer voluntary training sessions? Maybe new agents could attend workshops every couple of weeks, led by top local agents. This could help teach practical skills for different approaches to the business.

[01:03:23] Jeanette Langford: I see where you're going with this.

[01:03:25] Tracy Hayes: Exactly. It could offer smaller brokerages the opportunity to send their agents for additional training. The key is finding what works best for each agent. Some excel at knocking on doors, others thrive on building relationships, like Ricky Carruth does. The faster an agent finds what they enjoy and succeed at, the better they'll perform.

[01:04:48] Jeanette Langford: Those are great ideas, and we've tried to do things like that. One challenge is that larger brokerages with their own programs may not want the board teaching their agents. Another is the balance of not taking away a brokerage's ability to differentiate itself by offering unique training. Smaller brokerages could benefit from it, but pushback is common.

[01:05:44] Tracy Hayes: True, but it could help reduce the failure rate. A failing agent benefits no one, and brokers should care about their agents’ success. Investing in training raises the bar for the entire industry.

[01:06:43] Jeanette Langford: That's always been the goal—improving the overall quality of agents so that transactions go smoothly on both sides. It ultimately benefits everyone involved.

[01:07:08] Tracy Hayes: Right, raising the bar helps the entire industry. Shifting gears a bit—what does a day in the life of a CEO look like? What are you and your staff working on behind the scenes that members might not realize?

[01:07:43] Jeanette Langford: My typical day starts early—around 7:00 or 7:30 AM. That quiet time helps me get focused work done. I usually stay until 5:30 or 6:00 PM, sometimes later. Running an association takes a lot of work, and many don’t realize how much goes into it. From paying bills to organizing events, preparing for board meetings, assembling hearing panels—it’s a full day.

[01:08:46] Tracy Hayes: Is there a lot of compliance work involved with the state or National Association of Realtors?

[01:08:50] Jeanette Langford: Yes, the National Association of Realtors has annual core standards requirements for local and state associations. These ensure associations meet minimum standards and maintain professionalism. Florida Realtors also require us to nominate members for their board and national committees. These compliance tasks happen behind the scenes and take significant effort.

[01:11:18] Tracy Hayes: So these standards help maintain the integrity of the industry, right?

[01:11:20] Jeanette Langford: Absolutely. These standards ensure ethical practices and professionalism, setting a high bar for the industry. It’s what helps weed out individuals who aren’t suited for the business.

[01:12:44] Tracy Hayes: It sounds like a lot of work, but it’s what keeps the industry strong. Anything else you’d like to add?

[01:12:46] Jeanette Langford: We covered a lot today. I hope this helps give people a better understanding of what goes into running an association.

[01:13:00] Tracy Hayes: Thank you, Jeanette. Your experience and insight are invaluable. I appreciate your time.

[01:13:27] Jeanette Langford: Thank you.