From overcoming obstacles on their career path to guiding agents through one of the most disruptive times in the history of the industry, women real estate leaders often possess a rare combination of resilience, empathy and fortitude. In honor of Women’s History Month, we took the pulse of just some of real estate’s most influential leaders for our annual Women in Real Estate Roundtable. Designed to inform and inspire real estate professionals from all walks of life, their stories and insights shed light on how far we’ve come as an industry…and the work that still needs to be done.
Participants
Candace Adams
President & CEO
Berkshire Hathaway HomeServices New
England, New York & Westchester Properties
Stephanie Anton
President
Corcoran Affiliates
Cindy Ariosa
Vice President of Strategic Development, Howard Hanna Real Estate Services
Chairman of the Board, Bright MLS
Kimberly Harris Campbell
President
Compass DMV Region
Amy Corr
Chief Brokerage Officer
@properties Christie’s International Real Estate
Jessica Edgerton
Chief Legal Officer & Executive Vice President of Industry and Learning
Leading Real Estate Companies of the World®
Helen Hanna Casey
Chairman
Howard Hanna Real Estate Services
Wendy Forsythe
Chief Marketing Officer
eXp Realty
Michele Harrington
CEO
FirstTeam® Real Estate
Whitney LaCosta
CEO & Broker/Owner
Howard Hanna | Coach Realty
Abby Lee
Executive Vice President, Marketing, Communications, and Events
RE/MAX
Charis Moreno
Vice President of Sales
NextHome, Inc.
Ginger Wilcox
President
Better Homes and Gardens Real Estate
Jemila Winsey
CEO & Principal Broker
ERA Legacy Living
Cory Vasquez
President
Realty ONE Group
Sue Yannaccone
President & CEO
Anywhere Brands and Anywhere Advisors
Residential real estate has experienced so much upheaval in recent times. How have you helped lead your firm through this period of intense change?
Helen Hanna Casey: Leadership isn’t just in times of change, it’s what we do each day. But change is constant, and so leaders must be constantly changing. Your goals, vision and values should be clear to those you work with, and leaders must help others aspire to achieve them.
Sue Yannaccone: Our approach was simple: lean into fearless, honest leadership, and arm our networks with the practical guidance and resources they needed to succeed through change. We did that in a broad variety of ways—transparent legal guidance, tangible materials like templated buyer agreements, and multiple communications and learning sessions to ensure our entire network was fully equipped to navigate every step. Last year was about adaptation, and this year is about action. When I talk to our affiliates and agents, they are done with the handwringing and are laser-focused on growing their businesses and serving more consumers.
Candace Adams: I always return to the concept of “team.” Navigating the ups and downs of this industry would have been impossible without a dedicated, inspiring and supportive team—one that genuinely cares for one another and the company as a whole. By leading with a strong set of core values, we’ve been able to steer in the right direction, no matter how challenging the journey. And for me, change isn’t just inevitable—it’s something I truly embrace.
Stephanie Anton: The real estate industry has always been an industry of change. That is part of why I love it so much. This period has been intense, no doubt. But if you are prepared, and surrounded by strong, capable, talented people, it’s amazing how much change you can take on. We have always been incredibly adaptable, and by leaning into not just embracing change, but driving it, we’ve weathered the storm pretty well.
Kimberly Harris Campbell: While change can be challenging to navigate and understand, it certainly brings opportunity, especially for a high-impact industry like real estate. Our focus has been to ensure that agents are informed of all industry changes and armed with the best technology, data and strategies to strengthen their businesses and create deeper relationships with their clients.
How are you connecting with your agent force to ensure they have the resources and support to succeed?
Abby Lee: A big part of how we ensure we’re serving our agents effectively is through feedback. We believe the best ideas come from the field, so we make it a point to listen. We want to know how buyers and sellers feel about their experience with the RE/MAX brand and the agents and brokers they’re working with. Equally important is understanding how our agents and brokers feel about their experience with us. That’s why we are continuously gathering insights on satisfaction. We’ve also created an advisory council with broker/owners and agents from across the country who provide valuable insights, identify challenges and propose solutions to help us improve the brand experience for everyone involved.
Candace Adams: We offer multiple channels for communication with our sales associates, including focus groups, mastermind meetings, networking events and beta test groups. Our associates have direct access to our support team for guidance in growing their business. As our technology and innovation continue to evolve, we have dedicated substantial resources to delivering these advancements directly to the field. Additionally, we prioritize automation of our tools, enabling our team to focus more on serving their clients.
Wendy Forsythe: Our agents are the heart of everything we do, and staying connected with them is a top priority. From weekly Big Agent Meetings (BAM!) to live Q&A sessions, we keep agents informed, engaged and empowered. eXp University, FastCap, Elevate Coaching and our mentorship program provide real, hands-on growth opportunities every day. Whether in our virtual world, at in-person events, or through mastermind groups, agents never feel like they’re on their own—we grow together. When our agents win, we all win.
Helen Hanna Casey: We all need to find ways to connect with those we work with. To me, the best way to do that is to be present, be seen and be available. As our companies grow, we need to find additional ways to reach out and stay in touch. Social media is a great platform, but it’s only supplemental. Podcasts, Zoom meetings, training and team-building exercises with leadership are incredibly valuable. We stop into office meetings and attend home tours. In-person meetings and celebrations are also a great way to connect. When we travel throughout the company, we try to have smaller get-togethers. We can’t lead unless we know what our team is looking for today and tomorrow.
Stephanie Anton: Connection and transparency are two of the cornerstones of my approach to leadership, and I maintain constant connection with our affiliate broker/owners, our affiliate agents and our team through meetings, one-on-one check-ins, in-person events and even text messages and social media. We also create curated ways for everyone in our sphere to remain connected with one another, through monthly calls with our broker/owners, small “meet-ups” with like-minded people across our markets, virtual agent networking events, special “top agent” opportunities and so much more.
With every crisis comes opportunity. What do you see as the biggest opportunities in the coming months for growing your business?
Jessica Edgerton: One thing that is certain is our consumers (our buyers and sellers) are facing a tough landscape in the next 12 to 24 months. We’re low on inventory, and while we were all a little hopeful about a dip in mortgage rates—maybe starting at the end of 2025—that’s looking less likely, and we just don’t have enough houses.
The opportunity here is our customers. Our clients need our help and our guidance and our expertise, especially considering we’ve just come through the rigmarole of the lawsuits. For those agents who are willing to step it up and really lean into training and providing service and becoming experts in their market, there is going to be massive opportunity in 2025.
Ginger Wilcox: The pace of change in the real estate industry is accelerating, and the biggest opportunities lie in being adaptable and maintaining a growth mindset. Agents who embrace change and stay agile will thrive. Additionally, fostering a growth mindset will enable agents to continuously learn, innovate and improve their services. By leveraging technology and data analytics, agents can gain deeper insights into market trends and consumer behavior, allowing them to tailor their approaches more effectively.
Amy Corr: The complexity of today’s real estate market presents an amazing opportunity for agents, who can serve as a trusted resource to help homebuyers and sellers navigate all of the rules and intricacies that come with a home purchase or sale. In my experience, buyers and sellers understand the value of working with a professional, and are willing to pay for the expertise that will minimize the chance of making a major financial or emotional mistake—so embrace this opportunity to be the counselor homebuyers and sellers need.
Abby Lee: The biggest opportunity is to lean into the power of your brand. Another strategy is to specialize. Finding a niche and excelling in it will give brokers and agents a distinct edge. People trust specialists, and it offers agents a unique value proposition. And then there’s technology. It’s everywhere, and it’s a gamechanger. From automating tasks to using data analytics, staying ahead of the curve on technology is crucial. Whether you’re an agent or running a brokerage, embracing new tools and platforms improves the customer experience and helps reinforce why you’re the best choice.
While women outnumber men at the agent level, real estate leadership has been male dominant. Are you starting to see this trend shift, and how can we make further progress toward change?
Jemila Winsey: Absolutely, we’re seeing a shift—but not fast enough. Women have long been the backbone of real estate, yet leadership roles have remained largely male-dominated. The tide is turning as more women take the reins, launching brokerages, stepping into executive roles and demanding a seat at the table. But true progress requires intentional action. We need more mentorship, sponsorship and visibility for women at the leadership level. Organizations must create pathways for female leaders, not just by invitation, but by design—through training, succession planning and equitable opportunities. Women don’t just belong in the room; they should be shaping the future of this industry.
Charis Moreno: At NextHome, we’re beginning to see this trend shift. As of September 2024, 56% of our offices are female-owned, and 26% are minority-owned—a testament to the growing influence of women in leadership roles and our focus on ensuring our offices are being led by leaders who look and feel like every community across the country.
As the wife of an immigrant and a working mother of two incredible young women, I feel a profound responsibility to ensure they never limit themselves in pursuit of their dreams. It is up to me to be the change I want to see, to create opportunities and pave the way for them, ensuring that their potential is not constrained by gender or our diverse background.
Our corporate team and department heads, who are predominantly female, exemplify how strong leadership can foster change and inspire others to take that next step. When women lead, they pave the way for their peers to break barriers and redefine the industry.
Amy Corr: While men have historically held many of the leadership positions in the real estate industry, I see the landscape changing and am encouraged by the progress women have made over the past several decades. I look at the many female managing brokers at our firm, and the amazing women leaders in our industry, and I have no doubt that women will have even more seats at the leadership table in the future.
Progress starts with small steps. I encourage anyone working in real estate to find a mentor, but I think it’s especially important for women in our field who want to lead to have someone to look up to. Also, don’t be afraid to push yourself. If you want to lead, find ways to showcase your leadership skills, like taking a board position at the local real estate association, offering to teach a class or leading a roundtable at your company.
Ginger Wilcox: Yes, we are beginning to see this trend shift, too. More women are stepping into leadership roles within the industry, bringing diverse experiences and approaches to the work we do. This shift is exemplified by the leadership at Anywhere Real Estate, Inc., and initiatives like “What Moves Her,” which empower women in the real estate industry. However, there is still work to be done. Building a supportive network and showcasing visible role models are essential steps toward achieving equality in real estate leadership.
Kimberly Harris Campbell: It has been exciting to witness firsthand the trend of more women in leadership positions in an industry that is led by some of the best women entrepreneurs. Women leaders make up the majority of my direct team: my boss is a woman and the pipeline of women leaders is very strong. We need to be very intentional about mentoring and identifying future brokerage leaders. We continue to nurture and create new opportunities for the incredible women in our community.
Jessica Edgerton: I do see this trend, but I am lucky enough to work with and have as our membership some of the most incredibly inspiring women leaders out there.
How do we continue to develop this opportunity? I read a concept recently about shifting the focus from a glass ceiling to a glass ladder. And by that I mean we don’t have enough women who are in those beginner managerial roles. Speaking from the position of the LeadingRE network, there are so many powerful women leaders, and it is our role to ensure we are putting our hands down and helping those women past those glass rungs and allowing women into those crucial mid-level managerial roles to create the next generation of women leaders.
Who were/are some of the most important mentors who helped you reach your leadership position in real estate?
Whitney LaCosta: I had the opportunity to grow up in the business and modeled myself after many of the strong women in the industry. Starting with my mother, Georgianna Finn, whose influence has been a guiding force in both my personal and professional life. Her dedication, confidence and compassion set a powerful example. In addition to my mother, I have been fortunate to have other industry trailblazers as mentors: Helen Hanna Casey, and of course, Michael Saunders of Michael Saunders & Company. I have endeavored to emulate their strength, confidence and communication skills—their tenacity and ability to stay humble. In good markets and bad, these women have led their companies and the people who work for them to tremendous success. They paved the way for myself, my contemporaries and the women in the future.
Cindy Ariosa: I was very fortunate to work with some of the giants in real estate. Wes Foster was one of the many mentors who instilled in me to do the right thing. Wes really did believe that without the agents, we don’t have a company. Empathy was one of the characteristics he believed was vital for both consumers and agents. Alice Burch and I were a team, and having a woman mentor showed me sometimes I had to work twice as hard as a man…but that was okay, and that’s how we earned the respect of our colleagues. Jack Queen was a no-nonsense leader who was the master of retention. I currently get to work with amazing leaders in the Hanna family, who truly invest in tools that generate business for their agents. They are laser-focused on helping agents get listings.
Jemila Winsey: I stand on the shoulders of giants. I have been blessed with incredible women in my life—women who have poured into me, challenged me and inspired me. But without a doubt, my greatest inspiration has always been my mother, Elizabeth Afegbua. She was a force—brilliant, resilient and fearless in both business and life. Watching her navigate challenges with unwavering determination shaped the way I lead today. Her wisdom, work ethic and ability to turn obstacles into opportunities taught me that success isn’t just about what you achieve, but about the impact you make. She is the blueprint for the leader I strive to be every day.
Helen Hanna Casey: Throughout my life and career, there have been mentors all around me. My parents, and my sister and brother have always been a part of my growth. Many of the people I learned from were from other industries. Real estate people have a tendency to be clannish and only listen to each other—and there can be great benefits from learning from peers—but business is so much more than what we do each day.
Jessica Edgerton: For mentors, I want to highlight Paul (Boomsma), my boss, our amazing CEO, who I’ve now had the opportunity to work with for over seven years. He is a support and a guide through so many different manifestations of my career. We’re also lucky to have a wonderful board of directors, who offer all of their thought leadership and energy to ensure that our industry is everything that it can be—Michael Saunders, Whitney LaCosta, Denise Smith, Bess Freedman…the list goes on and on. LeadingRE is a network that has so many amazing women leaders in it, and I’m so lucky to get to be a part of it.
Amy Corr: I would say my family, as well as the co-CEOs of @properties Christie’s International Real Estate, Mike Golden and Thad Wong, have been my most important mentors. Mike and Thad created an incredible balance of guiding and coaching that has helped me grow into the leader I am today. They have always been incredibly supportive, and always gave me the space, freedom and grace to make decisions and make mistakes on my own, while developing my own leadership style.
Additionally, nothing prepares you better for life than growing up in a large family. With five brothers and sisters, I learned quickly how to work with others, how to negotiate, when it was time to let someone else take the spotlight, and when it was time to stand on my own two feet. With that many people in the house, you quickly learn to share and give space for others, and ultimately realize that when you play to everyone’s strengths, there isn’t anything you can’t accomplish together.
We’re seeing a lot of executive shake-ups across the industry—does this create new opportunities for women leaders?
Ginger Wilcox: Absolutely, these changes can present new opportunities for women leaders to advance. Women in leadership positions bring valuable skills and insights that drive success through fresh perspectives and innovative ideas. Increasing the number of women in leadership is critical for the growth of our industry, especially since women make up a majority of practicing agents and play an increasingly visible role in driving homebuying
decisions.
Cory Vasquez: Every day is a new opportunity for women in real estate to speak up and leverage their tremendous experience and knowledge to positively shape this industry—I’m not always convinced this needs to be in a leadership or executive position. But I do love the idea that when leadership positions open, women are being considered more often because we’ve seen the impact we can make in real estate. I personally thank women like Sherry Chris, Nykia Wright, Kendall Bonner and our own powerhouse, female leadership in the Realty ONE Group network who charge forward, not just as women, but as no-nonsense leaders who get things done.
Whitney LaCosta: I believe there is always opportunity, especially in our industry, which continually needs great leaders. Executive shake-ups can create new paths, but the key is to stay open-minded and ready to recognize those opportunities when they arise. The opportunities are there—we just need to keep our minds open to finding them and, most importantly, not be afraid to ask for what we want. Clarity and the courage to advocate for yourself can make all the difference in stepping into leadership roles.
Do you feel the recent backlash against DEI initiatives will have repercussions for women in real estate—and the real estate industry, in general? Why or why not?
Jemila Winsey: Yes, and here’s why: When DEI initiatives are dismissed, it’s not just about a program or a policy—it’s about access, opportunity and economic empowerment. The real estate industry thrives on relationships and representation, and if we step back from inclusivity, we risk stalling progress. Women—especially women of color—have fought to have their voices heard in leadership. DEI isn’t about exclusion; it’s about expanding the table. If we abandon these efforts, we risk narrowing the pipeline of leadership talent, reinforcing outdated structures and stifling innovation in an industry that thrives on diversity of thought and experience.
I know this firsthand. When I was building my business, I walked into rooms where no one looked like me. I had to prove my value twice as hard, navigate barriers others didn’t face and fight for opportunities that weren’t always offered. Without the push for diversity, I wouldn’t be where I am today.
Sue Yannaccone: Women are resilient—especially women in this industry. Real estate has a long history of women pushing through roadblocks as the driving force for the agent profession—not just in the past year, but in the past century. It doesn’t matter what the acronyms or attachments are when it comes to giving opportunities to highly talented people of all backgrounds—we just have to do it. Whatever the conversation is on the outside, we always see a need to support one another, and to have systems in place that ensure we’re working in an ethical environment that offers the ability for anyone to advance in their profession.
Amy Corr: I am hopeful that there has been enough forward momentum in our industry that we won’t see a large backlash. Real estate benefits from diverse perspectives, particularly when serving a wide range of clients and communities. Without strong DEI commitments, there is a risk of stalling or even reversing all of the progress made in gender equity, which will reduce opportunities for women. We know that our industry hasn’t always been fair to all socioeconomic groups, but we have made tremendous strides toward inclusion and equity, and we need to keep moving forward.
Michele Harrington: Honestly, I think the backlash against DEI is a much-needed correction. If you’re truly competent—if you’re the best at what you do—you don’t need a mandate to give you a seat at the table. In fact, I find it insulting. It diminishes leadership when people question whether you got there based on merit or because of a quota. Women in real estate have proven time and time again that they are capable and driven. Success should be about excellence, not checkboxes.
Jessica Edgerton: As people are looking to revise or do their audits, which everybody should, the executive order is specifically about illegal DEI efforts. I’m hopeful that we can continue to learn from our women leaders and lift up women who are starting out their careers, and that there is enough of a strong infrastructure within our community that we can see beyond what might be an initial gut reaction to some of the cautions in the executive order to really continue to practice inclusivity in our businesses because that is always for the greatest good for our companies and our communities.
Cindy Ariosa: I personally have always had the attitude that I wanted to be selected because I was the best or the brightest, not just because I checked off a box for DEI. I have been known to say, “If I am being selected because I am a woman, I’m not going to be happy.” I believe everyone deserves a chance, and everyone has the opportunity to prove themselves and add value to any organization.
Charis Moreno: While there’s an ongoing debate about DEI initiatives, the fundamentals of real estate remain unchanged—it’s all about people. Women represent the majority of agents in our industry and play a crucial role in the decision-making process when it comes to purchasing homes. Brokerages and companies that understand and embrace diversity are better positioned to connect with clients and adapt to evolving market needs. Diverse perspectives are not just beneficial—they are essential for sustained success in not just real estate, but every aspect of a successful community. Instead of viewing DEI as a divisive issue, we should see it as an opportunity to empower talent regardless of gender, age or background.
What are some of the most innovative programs you’re a part of or have seen that help advance women in real estate?
Sue Yannaccone: Of course, I am particularly proud of how Anywhere has stepped into a leadership role when it comes to offering a voice for women in real estate, and that has really taken shape through our “What Moves Her” campaign, which we launched five years ago in 2020. At the time, I had an idea that I could leverage my voice to help usher in a new generation of female leaders.
We’ve made incredible inroads in service to that mission over that time—providing networking opportunities, training courses and helping to organize local chapters around the country—to help women in real estate take control of their careers, and in many cases their lives beyond work. I’d also add that men play a role in this movement as well, both by engaging with the women in our program and by taking part themselves.
In addition to What Moves Her, we’ve seen progress in driving better representation in brokerage ownership across our network of brands through start-up assistance and consultative support. We have seen a real uptick in successful women business owners throughout our franchise network in recent years, and we hope to see that gap continue to shrink.
Charis Moreno: Women have long excelled in real estate, particularly at the agent level, yet leadership positions remain predominantly male. At NextHome, we are committed to changing that narrative by highlighting the significant role women play in our real estate franchise. One example of this is our NextHome Academy coaching program, where female leaders serve as powerful mentors and educators across our entire member base. Through their guidance, mentorship and peer support, they not only nurture talent, but also create pathways for more women to step into leadership roles. Their efforts showcase how empowerment and education can reshape an industry and inspire the next generation of leaders and mentors.
Michele Harrington: One of the biggest reasons women shy away from leadership in real estate is the loss of flexibility. Real estate, in general, offers incredible freedom, but stepping into leadership—especially at the corporate level—often means giving that up. At our company, we’ve created a unique path for aspiring leaders to run their own branch offices with our full support. It’s an opportunity that blends leadership with flexibility, and we’ve seen a lot of women take advantage of it because it truly offers the best of both worlds.
Cindy Ariosa: Being the chairman of the board of Bright MLS has helped open doors for other women leaders. What used to be a “good ol’ boys club” is now more than 50% female CEOs. The collaboration on products, initiatives and new companies is being spearheaded by many women in our industry. When Bright was being formed, which was a huge undertaking, Joan Docktor was vice chair of Trend and I was vice chair of MRIS. As two highly visible residential leaders of large companies, we were able to help the group stay focused on what we needed in the future to survive. We were empathetic to everyone’s opinions and concerns, but were direct enough to help get the consolidation done.
Abby Lee: RE/MAX has always been a leader in creating opportunities for women in real estate, ever since our founding over 50 years ago. One of the things that set us apart early on was our decision to actively invite women into the RE/MAX network, which opened professional opportunities in an industry that was historically male dominant. Over the years, we’ve continued to prioritize leadership opportunities for women.
For women who aspire to leadership in any field, what are the steps they can take—both big and small—to help achieve their goals?
Whitney LaCosta: For women who aspire to leadership, I say just take the first step—and that step is to find a good role model. Surround yourself with people who inspire you and show you what’s possible. Get comfortable with being uncomfortable, because growth happens outside of your comfort zone. And know this: You’re going to fail sometimes, and that’s okay. Failure isn’t the opposite of success; it’s part of the journey. Every setback teaches you something valuable and helps you grow stronger. Just start, keep learning, and trust that you’re building the path as you go.
Ginger Wilcox: Building a robust network is essential—not just for opportunities, but for gaining support and insight from others who have walked a similar path. Seeking mentors who challenge and inspire can accelerate your development by providing diverse perspectives. At the same time, it’s crucial to own your impact. No one else will clear the way; we must define and shape our own path. Mindset matters. The attitude with which we approach our work and the challenges we encounter often has a greater impact than the challenges themselves. Cultivating a positive and resilient mindset can make a significant difference.
Abby Lee: The journey to leadership is different for everyone, but I always tell women that the first step is to figure out what you truly want. Once you know that, you can start to chart your path forward. Surrounding yourself with a network of inspiring female colleagues who share their insights and offer support is also a crucial step. I encourage women to tap into that power—seek mentorship, leverage the strength of other women in the industry and never hesitate to ask for advice.
Wendy Forsythe: Own your confidence. Speak up, trust your expertise and take up space. Leadership starts with believing in yourself. Master the art of communication—great leaders are great communicators. Whether it’s negotiating, public speaking or having tough conversations, refine your ability to articulate ideas clearly and confidently. And build your network—surround yourself with mentors, sponsors and peers who inspire and challenge you. Growth happens through connections.
Cory Vasquez: I’m a big fan of setting goals, short- and long-term, so you always have in your mind what you want to achieve. Write them down, put them on a vision board, have an accountability partner…whatever it takes to keep them in front of you and keep you accountable.
I also believe in having mentors. The right mentors can provide so much insight and perspective that you’re not going to get from family, friends and peers. I’ve been privileged to have wonderful mentors who know me and are truly invested in my health, happiness and success, and they continue to make all the difference. And in the spirit of giving back, we all need to be ready and willing to be mentors for others.
Helen Hanna Casey: My advice to others would be to be engaged in the community. Join business, social and nonprofit organizations, and get to know others. Learn from others and how they handle daily issues like hiring, wages, employee evaluations and day-to-day business practices of running an organization.
My most important tip is to have a plan and live it. A rate change or snowstorm shouldn’t change your plan. As I have said for many years, choose your shoes to wear to get you through the day. Sometimes there may be a fork in the road, but your shoes will carry you to your destination. Your shoes are your plan—run with it!
What is the greatest lesson you’ve learned on your journey thus far that might inspire other women?
Michele Harrington: The greatest lesson I’ve learned is to be genuine, authentic and unapologetically yourself. Not everyone is going to like you—and that’s okay. Those people don’t belong under your leadership anyway. Too many women feel the pressure to be liked, but this isn’t high school, and leadership isn’t a popularity contest. Being fake or trying to be something you’re not won’t serve you or the people you lead. Own who you are, and the right people will respect and follow you.
Wendy Forsythe: The greatest lesson I’ve learned? Just do it. Too often, we hesitate—waiting for the perfect time, more experience or someone to validate our potential. The truth is, confidence comes from action, not the other way around. Every challenge I’ve faced, every leadership role I’ve stepped into, started with a moment of courage before I felt “ready.” So take the leap, embrace the learning curve and trust that you are more capable than you think. Growth happens when you dare to show up.
Whitney LaCosta: One of the greatest lessons I’ve learned on my journey is overcoming a challenge many female leaders face: the ability to juggle the many hats we wear. Women in leadership often carry the additional responsibility of balancing professional demands with family obligations—challenges our male counterparts may not experience in the same way. To be successful, I’ve realized that mastering time management and embracing the power of delegation are crucial. Perhaps the most transformative lesson, though, has been becoming comfortable with imperfection. It’s okay if everything is not perfect. True growth comes not from doing everything flawlessly, but from navigating challenges with courage and resilience.
Kimberly Harris Campbell: One of the greatest lessons I have learned on my leadership journey is to quiet the self-doubt that lives in many of our minds and to truly believe in yourself. A lack of confidence can sometimes lead to being too cautious, so I push myself to take risks and to never operate out of fear. My advice is to have unwavering confidence in pursuing your passion and purpose.
Candace Adams: Take a breath and let go of perfection. Women often hold themselves to high standards, which can become a distraction. Instead, focus on building a skilled, dedicated team and empowering them—this has been instrumental in executing key strategies and driving our organization’s growth. More importantly, fostering lifelong relationships has not only been the foundation of my success, but also the source of my greatest fulfillment.
Sue Yannaccone: One lesson that I have learned about leadership, no matter who you are, is that there will be times when you must acknowledge that you may not have all the answers. That’s simply a reality of the job, and it isn’t a sign of weakness—good leaders recognize those moments and then go about having the conversations that are needed to begin working toward solutions, starting with identifying those who may have insights you do not. To turn words into action and create major change, it takes so much more than one person—and as a leader, it’s critical that we open ourselves to others who are aligned with our mission.
Jemila Winsey: You don’t need permission to lead—just conviction. Early in my career, I thought success was about waiting for someone to recognize my value. But I learned that leaders don’t wait; they build. They create opportunities, take bold risks and operate with unwavering faith in their abilities. My journey—from homelessness to leading billion-dollar real estate enterprises—taught me that resilience is a muscle, and the greatest breakthroughs come from the hardest battles.
I earned my nickname “Fearless Jem” because I refuse to let fear dictate my decisions. I’ve faced setbacks, betrayals and moments where the odds were stacked against me—but I kept moving forward. To all my women in real estate: Your success isn’t about fitting into a system that wasn’t built for you. It’s about rewriting the rules and setting the standard. Keep showing up, take up space and, most importantly—keep leading.
To read the extended Women in Real Estate Roundtable interviews, please see our ongoing series this month at rismedia.com.
