“Amalgamation seems like a huge hill to climb, but once you get there, it’s worth it,” reflects Sheri Willick, the Saskatchewan Realtors Association’s (SRA) 2021 Board Chair. Her words encapsulate the profound journey of the SRA, a testament to resilience, strategic vision, and courageous leadership. “This made us realize we’re not the little guy from Saskatchewan. We’re capable of so much more and we’re done being complacent.” This bold declaration marks a pivotal moment for an organization that has not only navigated the complexities of a major merger but has also emerged stronger amidst unprecedented global challenges. The SRA’s transformation offers invaluable insights for any organization facing significant change, serving as a powerful case study in modern governance and adaptive leadership.
Through the tireless efforts of a dedicated and professional group of directors, the SRA board has masterfully guided the association through its inaugural two years as a newly amalgamated entity. This path, however, was far from straightforward or comfortable. It demanded innovative thinking, difficult decisions, and an unwavering commitment to its members. The SRA’s experience highlights the intricate dance between ambition and practicality, especially when confronted with external forces beyond anyone’s control.
The year 2020 ushered in a new era for the SRA, marking its official inauguration as a unified body. This monumental undertaking involved the complete overhaul and redefinition of processes, legacy events, rules, and bylaws, all meticulously integrated into a single, cohesive entity. A robust board of directors was established, operating under a new governance model, supported by a comprehensive transition plan meticulously vetted by a dedicated transition committee and endorsed by a reputable national accounting firm. The foundational elements were firmly in place: administration and leadership structures were solidified, and a clear vision, mission, and set of values were articulated. The “turnkey” operation was just beginning to gather momentum when the world was thrust into absolute pandemonium by the emergence of the COVID-19 pandemic. This global crisis not only disrupted the association’s carefully laid plans but fundamentally altered the course of nearly every organization worldwide.
“The pandemic definitely highlighted our strengths and our weaknesses,” observes Tim Otitoju, the inaugural chair of the SRA Board of Directors. He further elaborates on how this crisis acted as an accelerator: “Issues and opportunities that may have taken years to come to light in normal times rapidly became apparent as we worked to pivot and adjust to new realities.” This period of intense pressure inadvertently provided a crucial diagnostic tool, revealing both the robustness and the vulnerabilities within the newly formed association. It forced the SRA to adapt at an astonishing pace, transforming potential long-term challenges into immediate, actionable priorities.
To fully grasp the magnitude of the journey undertaken in recent years and to understand the strategic direction the association is now pursuing, we engaged with key figures from the SRA Board of Directors. Their perspectives offer an intimate look into their lived experiences, shedding light on how they now define their amalgamation experience and the leadership principles that guided them. It’s important to acknowledge that from an external viewpoint, many observers wondered how this ambitious transition would ultimately unfold. This exploration serves as an in-depth amalgamation case study, pulling back the curtain to reveal the intricate process, a true test of sound governance, and the courage required to lead through profound change.
What Went Right: Forging Unity and Strength in Crisis
A cornerstone of the new association’s success was its unwavering determination to ensure broad provincial representation on its board of directors. It was deemed imperative that members from every corner of Saskatchewan felt their views and voices were not only heard but actively represented, preventing them from being overshadowed by the larger urban centers of Saskatoon and Regina. This commitment to inclusivity fostered a sense of belonging and relevance for all members, regardless of their geographic location.
To solidify this commitment, the board swiftly implemented a bylaw that cemented its composition: four directors representing each of the three distinct regions—Saskatoon, Regina, and the broader Saskatchewan province. Furthermore, several key members of the original transition committee, the very group instrumental in steering the amalgamation process, were strategically included within this regional mix. The resultant board was a dynamic blend: seasoned veterans brought invaluable experience and institutional knowledge, members with intimate knowledge of the transition plan provided crucial continuity, and “green” directors offered fresh perspectives and challenging questions, ensuring no assumption went unquestioned. This diverse composition was a deliberate strategy to harness a wide array of expertise and viewpoints.
“The green directors make all the experienced governance directors take a step back when they ask why we do things a certain way,” notes Sheri Willick. This highlights the vital role of new perspectives in preventing complacency and fostering continuous improvement within the governance structure.
Balancing the diverse views, complex needs, unique challenges, and promising opportunities of a province-wide association can indeed be a daunting task. However, Avril Reifferscheid, the 2022 board chair, observes, “With so many different levels of business, needs and expectations, it has been encouraging to see the effort among everyone to level the playing field.” This collective endeavor to create an equitable environment where all members feel valued and supported was a significant achievement, strengthening the bonds within the newly formed association.
Every director interviewed spoke in glowing terms about their colleagues, a powerful testament to the board’s cohesive dynamic. They consistently emphasized that a shared and vital key to their collective success was an exceptionally strong mutual respect. Remarkably, despite the constraints of the pandemic meaning most of the board had never met in person, they managed to forge a profound sense of team and camaraderie. This spirit enabled them to work in unison, navigating the multifaceted challenges of not only establishing a brand-new association but also contending with the unprecedented disruption caused by the global pandemic. This ability to build strong relationships remotely underscores their dedication and professionalism.
As businesses and organizations worldwide can attest, the onset of the pandemic necessitated an immediate and significant reprioritization of objectives, projections, and strategic plans. The SRA, at the pandemic’s outset, initially projected a potential 70-percent drop in sales—a grim forecast that demanded immediate and decisive action. Tough decisions became inevitable. However, the sheer professionalism of the board, coupled with a robust sense of team spirit and a collective “in this together” attitude, empowered the association to pivot effectively and make those difficult, yet necessary, choices. This unified front proved instrumental in stabilizing the organization during a period of extreme uncertainty.
“At the end of every meeting, after some very hard discussions, everyone was always able to feel good about the process and that allowed us to stick with our decisions,” recalls Tim Otitoju. He underscores the importance of this consensus-building, adding, “We were able to show strong leadership during very uncertain times, and that included being the first provincial association to put a pause on open houses for the safety of our members and the public.” This proactive measure demonstrated a commitment to member and public safety, establishing the SRA as a frontrunner in responsible leadership during the crisis.
The combination of mutual respect, decisive action, a diverse team of directors boasting varying levels of industry engagement and board experience, and strong, clear leadership from the board chairs, collectively enabled the SRA to successfully navigate the complexities of the pandemic and its challenging first two years as a new association. “You want to have a plan, but you also need to be able to pivot because things will come up, and they did,” Otitoju wisely advises. This adaptability, a blend of strategic planning and agile execution, proved to be their greatest asset.
The Unexpected Lessons Learned: Navigating Unforeseen Ripples and Refining Governance
While Realtors across Saskatchewan share many fundamental commonalities, the board was acutely aware that amalgamation would inevitably surface differences in practice and opinion across the province’s diverse regions. Real estate, by its very nature, is profoundly local. Practices that were highly effective or commonplace in one city or region might have been entirely unfamiliar or less prevalent elsewhere. In essence, each region possessed its own unique market dynamics and cultural nuances. The overarching goal of amalgamation was never to erase these distinct cultures but rather to unite them, fostering greater efficiencies, creating broader opportunities, and establishing a cohesive provincial voice. This delicate balancing act required sensitivity and an understanding of local context.
The transition committee and the inaugural SRA board had dedicated immense focus to ensuring the membership voted in favor of amalgamation, a monumental task in itself. However, they candidly admit they had not fully anticipated or prepared for the myriad “ripple effects” that would emerge in the post-amalgamation landscape. This scenario is akin to a political party securing an election victory only to then grapple with the intricate realities of governing after years in opposition. The shift from campaigning for unity to managing the operational implications of that unity presented a distinct set of challenges.
These post-amalgamation ripples included the intricate process of transitioning to a unified Multiple Listing Service (MLS) audit model, rectifying existing MLS system discrepancies, and moving the entire province towards a 100-percent member load for listings. This proved to be a significant challenge, particularly because the two largest centers, Saskatoon and Regina, had historically operated on distinct models and had come to expect certain specialized services from their previous associations. Harmonizing these entrenched practices required extensive negotiation, technical integration, and a careful re-evaluation of long-standing operational norms.
Since amalgamation, the SRA has continuously evolved its audit model, diligently seeking a balanced approach that garners support across all regions. The association is currently in the process of transitioning from a stringent 100-percent audit towards a more statistically relevant five-percent audit model. This sophisticated process will entail a comprehensive audit of listing data, including requesting contract and data input forms for a statistically significant sample size. The primary objective is to pinpoint specific gaps in education and technology across the membership. By identifying these areas, the association can strategically deploy resources to enhance data quality and compliance.
The association plans to systematically narrow these identified gaps through targeted educational initiatives, thereby building capacity and significantly strengthening the overall quality and consistency of incoming data. This refined model will increasingly rely on automated data checkers and streamlined processes, reflecting a forward-thinking approach that acknowledges improvements are not finite but rather continual and ongoing. The underlying philosophy is clear: there is no single, final desired state; instead, excellence in basic services will emerge through persistent trial, adaptation, and evolution, rather than by simply adhering to past practices. This commitment to iterative improvement underscores the SRA’s progressive mindset.
Looking back, enhanced member engagement and proactive communication could have significantly mitigated several “bumps in the road” and softened the impact of others. This crucial realization has now propelled member engagement to the forefront of the association’s priorities, standing above most other goals—a true silver lining from the challenges faced. While considerable efforts were invested in merging business practices to ensure a seamless “turnkey” transition, it was sometimes difficult to fully anticipate and understand the profound human impact of such a tremendous organizational change. The emotional and practical adjustments required by individual members and staff were underestimated, leading to some friction.
Fortunately, through a concerted effort, the members, board, and administration collectively managed to maintain open communication and foster constructive dialogue. This collaborative environment allowed them to make some difficult choices together, ultimately enabling the association to move forward cohesively and effectively.
A brand-new governance model, known as Carver, was meticulously implemented at the outset of 2020. However, it soon became evident that in times of significant and rapid change—a period demanding unparalleled flexibility and widespread engagement—the rigid Carver model was not the optimal framework. Its structured nature proved to be less conducive to allowing relationships to breathe, for trust to be organically built, and for agile adaptation to unfold amidst the seismic shifts the organization was experiencing. The model, designed for stable environments, struggled under the weight of dynamic uncertainty.
The ambition to simultaneously govern a nascent association, develop entirely new policies and procedures, manage inherent risks, and navigate a rigid new governance model proved to be overly optimistic. In hindsight, greater effort should have been dedicated to meticulously evaluating which elements of the original governance model were truly effective and which were not, before undertaking such a comprehensive overhaul. This iterative approach would have provided valuable lessons and prevented unnecessary disruption.
In 2020, the number of board meetings far exceeded anyone’s initial expectations, a consequence of both the unprecedented challenges posed by the pandemic and the operational friction introduced by the new governance model. While 2021 brought a slight reduction in this chaotic pace, 2022 is projected to transition towards a more sustainable schedule of quarterly board meetings. This significant reduction in meeting frequency demonstrates excellent progress in establishing efficiency and stability within a relatively short timeframe.
“Don’t try to do too much in the first year. You need time to focus on mastering the basics, not bringing in new systems or services,” advises Tim Otitoju. This profound insight underscores the importance of consolidation and foundational strength before attempting ambitious expansion, a crucial lesson for any newly formed or amalgamated entity.
Responding proactively to these insights, the association undertook a comprehensive review of its governance model late last year. The decisive outcome was to strategically retain elements that proved effective while morphing or adapting those that did not align with the association’s dynamic needs. This critical adjustment is being expertly guided by a professional governance coach, resulting in a hybridized version of the Carver model. This refined framework strategically focuses on core principles: ensuring good governance practices, fostering a team of capable and engaged people, and maintaining a sharp, unwavering focus on what truly matters most. This includes providing association members with the essential tools, robust infrastructure, and inspirational leadership required to achieve the greatest potential for success as Realtors, all delivered at a cost that is transparently supported by tangible results and demonstrable value.
“I truly believe that everything needs to be morphed a bit to suit the people using it,” Sheri Willick emphasizes, articulating the human-centric approach that now defines the SRA’s evolving governance philosophy.
Action Items: Prioritizing Member Experience and Strategic Foresight
The most profound silver lining to emerge from this arduous journey has been the association’s reinvigorated and laser-like focus on the member experience. This commitment permeates every aspect of the SRA’s operations: from comprehensive training programs and a supportive organizational culture to meticulous implementation processes and rigorous evaluation methods, the cycle of continuous improvement is now explicitly applied to deliver what can only be described as “red carpet service.” The administration is wholeheartedly dedicated to ensuring that members feel genuinely at home, supported, and valued, regardless of when or how they reach out for assistance or engagement.
Perhaps the most impactful action, demonstrating this renewed commitment, was the unprecedented initiative where the entire administration, without exception, personally called all 1,550 members across Saskatchewan within a single business week. This extraordinary gesture conveyed a powerful message: “We know you didn’t feel heard before, and we know you’ve been through a lot, but we hear you now. Tell us what we can do to make your life easier.” This simple yet profoundly personal outreach resonated deeply throughout the industry, turning heads and serving as the catalyst for establishing a new commitment and forging a much stronger, more trust-based relationship with the membership.
The association is also strategically tapping into its network of key influencers, particularly brokers, to ensure that any new development or initiative precisely hits the right mark as the SRA strives to master its foundational services. The year 2022 is characterized by a strong, dedicated focus on mastering these basics. The underlying principle is clear: growth cannot be genuinely considered until the fundamental operations are executed with excellence, utilizing existing resources effectively. These invaluable influencers serve as constant reminders of the dedication and effort required to achieve this elevated standard.
Concurrently, the board is embarking on a comprehensive risk mitigation journey, proactively owning the process of identifying, defining, and assessing potential challenges on the horizon. These challenges have the capacity to impact the province, the association, and the broader real estate sector. A new organizational structure inherently demands a fresh and rigorous analytical framework for identifying and addressing these emerging risks. This proactive stance is critical for long-term stability and success.
This forward-thinking approach seamlessly feeds into the SRA’s government relations strategy. The association is proactively moving the dial on identified legislative and policy priorities while simultaneously cultivating the agility and capability to respond swiftly and effectively to unexpected governmental actions and decisions. Crucially, success in this arena hinges on robust collaborations. After dedicating so much of the amalgamation journey to an internal focus, the time has now come for the SRA to look outward, to actively build strategic relationships, and to confidently own the narrative surrounding real estate within Saskatchewan. This external engagement is vital for advocacy and shaping the industry’s future.
Looking Ahead: Embracing Mastery and Strategic Growth
To employ a classic team-building metaphor, the association’s intensive focus and dedicated work have successfully transitioned from a turbulent “storming phase” into a more stable and productive “norming phase.” The crucial initial step within this norming phase is an unwavering commitment to mastering the basics. This means excelling in the profound understanding and flawless delivery of the essential services and supports that members genuinely need, coupled with a consistent and responsive approach to their evolving requirements over time. This foundational excellence is seen as the springboard for all future endeavors.
“The fox knows many things, but the hedgehog knows one big thing.” This insightful analogy is how Jeff Stewart, the association’s 2022 board chair-elect, vividly describes the SRA’s current and future strategic focus. He elaborates on this vision, stating, “We have finally figured out what we’re doing, and we’re striving to do it really, really well. Like Jim Collins says in his book, Good to Great, we’re going to be the best in class, like the hedgehog, and I feel like that’s where we are headed.” This philosophy underscores a commitment to deep expertise and unparalleled quality within their core mandate.
Reinforcing this strategic direction, the association now proudly has its very first strategic plan firmly in place. This comprehensive plan is built upon five pivotal pillars designed to guide its future growth and impact: Realtor engagement, education and professional standards, innovation and technology, governance, and government and external relations. Each pillar represents a critical area of focus, ensuring a holistic approach to serving members and advancing the real estate profession.
Complementing this strategic framework, the administration is actively working to significantly improve how data is captured, analyzed, and utilized. This critical enhancement will, in turn, lead to a substantial improvement in the association’s key performance indicators (KPIs) and provide robust, data-driven support for the board’s vital monitoring and oversight work. Better data means better decisions.
In a tangible demonstration of the positive outcomes of their strategic efforts, a fee holiday for members was recently announced, slated to occur in June. This significant gesture serves as a clear indication that the successful amalgamation, combined with the stringent financial management necessitated by the pandemic, generated substantial efficiencies and considerable savings throughout 2021. These savings are now being directly passed on to the membership, reinforcing the value proposition of the amalgamated association.
The collective results of these hard-earned lessons—the merging of diverse cultures, disparate systems, and varied practices; the renewed commitment to actively listening to and engaging with the membership—are now visibly manifesting in tangible benefits for the members. With a revamped and more flexible governance model, a reorganized and highly engaged team, and a robust Board of Directors that places an exceptionally high value on constant education and continuous learning, the SRA is exceptionally well-positioned. It stands ready to be an influential leader and a trusted resource, providing powerful and unwavering support to its Realtors across Saskatchewan.
“I see the things that need to happen in the industry now becoming a priority,” states Sheri Willick with conviction. “I am so encouraged by our potential. It took courage to get us here, a lot of it, but our potential is now immense. I’m pretty proud of the journey that got us here.” Her words encapsulate the collective pride and optimistic outlook that now defines the Saskatchewan Realtors Association, poised for a future of continued growth, impact, and unparalleled service to its members.