Narrative collapse: Ethics, antitrust, and the real estate reckoning

Tens of thousands of professionals across brokerages, tech platforms, title agencies, and lending institutions are losing their jobs. Entire careers are evaporating. Many are independent contractors—without severance, health care, or safety nets. These aren’t just market statistics; they’re people. Families. Communities. And while their livelihoods erode, the institutions that were supposed to shepherd the profession forward are instead fumbling with optics and self-preservation.

The National Association of Realtors (NAR) remains at the center of this unraveling. Its “wait and see” approach over the past decade failed to anticipate—or prevent—the antitrust reckoning now reshaping the transactional framework of home buying in the United States. Rather than going on offense to lead innovation, transparency, and reform, NAR remained reactive… silent until forced to speak, immobile until compelled to move.

Meanwhile, companies like Compass have capitalized. In the fog of industry crisis, Compass scaled its empire through short-term gains and tactical flash—recruiting top talent, promising the moon, and distancing itself from the responsibilities that come with market stewardship.

CEO Robert Reffkin’s playbook is emblematic of a broader cultural failing: instant gratification over long-term integrity. Fair housing is commodified. Consumer education is secondary. And support for nonprofit industry infrastructure is notably absent. When others put their money where their mouths are, Compass often stays silent.

This isn’t disruption—it’s exploitation.

Contrast that with companies pushing the boulder uphill. Zillow, eXp Realty, and Anywhere Real Estate may not be perfect, but their records show consistent effort to modernize the industry while elevating ethics. They’ve stood shoulder-to-shoulder with marginalized professionals and consumers—investing in fair housing, funding DEI initiatives, and remaining visibly accountable.

Anywhere CEO Ryan Schneider recently addressed the company’s quarterly loss with unusual candor, stating, “Our focus remains on trust, transparency, and elevating the experience for every participant in the market, no matter what headlines say.” That kind of grounded leadership is in short supply—and critical right now.

So too is moral clarity.

We’re watching titans like Gino Blefari step back, Anthony Hitt part ways with Engel & Völkers, and Sherry Chris pivot into new roles—all in direct response to the tectonic shifts shaking our industry. These leaders are not quitting. They’re adapting. Evolving. Betting on better. And in doing so, they send a clear signal: the old rules no longer apply, and if this profession is going to survive, it must rebuild from within.

And what of the consumer? Let’s not forget: they are the ones being failed most acutely. This isn’t just about commissions or job loss—it’s about home. Stability. Trust. Families navigating a system that’s become more complex, more fragmented, and less transparent. We cannot expect consumers to trust us if we can’t even agree to do the right thing by each other.

The pandemic asked us to hold the economy together for the sake of our collective survival—and remarkably, we did. But how are we expected to hold this crisis economy together now, if even our industry leaders can’t find the courage to honor integrity with dignity?

Yes, NAR deserves scrutiny. But perhaps it also deserves a shot at redemption. The association is beginning to show signs of self-awareness.

New leadership. New voices. A possible shift from bureaucratic stagnation to forward-thinking reform. If a rebuilding phase is truly underway, it must be bold, not bureaucratic. It must modernize how NAR influences the industry and leads professionalism—not just mandates it. I, for one, am eager to see what leaders like Sherry Chris and those still fighting from within can accomplish in dragging this institution from 1960 to 2030. It’s time to get NAR out of the Halls of Congress, and into the development of professionals.

The path forward will not be paved with platitudes or commission checks. It will require courage. Transparency. Ethics. The willingness to lead without profit as the first motivator.

NAR’s time to lead may not be over—but it is being tested.

And the clock is ticking. 

Ryan Weyandt is the Executive Consultant  and Chief Insight Officer at RAW Insight.

This column does not necessarily reflect the opinion of HousingWire’s editorial department and its owners.

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