My 2026 business goals (as a real estate agency owner)

Posted on by michael nitschke
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When I took over the family business (Nitschke Real Estate), I discovered we had six weeks of cash left in the bank. I’ll share everything I did to rebuild the business, instead of selling it or dissolving it. 

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Now, onto the article. 

I’m mapping out my year in four parts. 

1. The pivot from Sales to Leadership 
My primary goal for 2026 is to strictly limit my personal sales to no more than 20 properties. I’ve written about transitioning from salesperson to visionary before, and I’m doubling down on this approach. 

After seeing the positive impact of stepping back from sales in 2025, I’m determined to continue winding back my personal transaction count. While I remain mindful of cashflow and market relevance, capping sales at two deals per month creates the space I need to: 

  • Work on the business: Improve systems, solve problems, and provide higher-level support to the entire team. 
  • Prioritise family: Be fully present as a father, husband, and friend (and myself). I want to attend all of my daughter’s basketball games. 

2. Operational continuity and team growth 
With our Head of Property Management on maternity leave for at least half the year, a significant focus will be on supporting our General Manager and the PM team. 

I wrote about how we prepared for this in Q3/Q4 of 2025. 

By stepping back from sales, I have the bandwidth to provide the training and coaching necessary for those team members with increased responsibilities. 

I view this as a growth opportunity for the team. My goal is to see who steps into their newfound roles when given the space. More on that here. 

3. Driving efficiency over headcount 
We ended the year with great clarity after our pre-Christmas business planning sessions. The sales team has clear personal and professional goals. 

As the CEO/visionary/sales coach, it’s my job to provide the lead generation and nurturing support to help my team reach a 15% growth target. 

We plan to achieve that by increasing our annual listing presentations from 770 to 880… through investing in smarter marketing and a higher business profile in our core market. 

The goal is to amplify reach without increasing headcount. 

4. Focusing on future growth 
I like to use the sling-shot analogy. Sometimes you have to pull back to have rapid growth in the future. When our Head of PM returns later this year, her focus will also be to level up out of daily operations and into a dedicated visionary role. 

We’ve been developing strategies to aggressively grow our rent roll. We’ll be ready to hit the ground running with those plans the moment she returns. 

Want the same kind of clarity for your business this year? Book your CIRCUIT BREAKER STRATEGY session.