By Robert English, Director of Sales, White & Co.
I came to Dubai because an opportunity landed in my inbox during Covid lockdown. I was in automotive sales, but I saw the possibilities the UAE had to offer. So, I took the interview and gave it my all. That same mindset – clear goals, high standards, and the willingness to learn fast – is what I look for in brokers and what I try to build into the way we coach at White & Co.
High performance is intentional. It’s a product of who you hire, the environment you build, and the habits you reinforce every day. In our case, that means a hands-on leadership team, a training path that accelerates learning on the sales floor, and a coaching style that’s personal rather than one-size-fits-all. Almost anyone with the right attitude can succeed here. Our job is to give them the structure, feedback, and belief to do it.
Start with the right expectations
Performance starts before a broker picks up the phone. Recruitment sets the tone for the relationship and starts us on the right path. We’re upfront that being a real estate agent in Dubai is a high-output, high-ownership role. The market moves quickly and our agents have to, as well. That clarity means people arrive knowing what excellence looks like: show up prepared, work your listings, and treat every conversation as a chance to add value.
Our onboarding is intentional. We run a training academy that covers the essentials, everything from CRM, to regulations, community knowledge, and practical sales techniques. Training continues on the sales floor. New brokers shadow, role-play, and get repeated reps on the fundamentals: the first hook on a call, handling objections confidently, conducting a viewing that actually converts, and soft closing next steps. Mistakes are part of the process, so we correct quickly and move forward. Our goal is to help new agents build confidence paired with competence.
Coaching is individual, not generic
There’s no universal playbook that turns every broker into a top performer. People are at different stages with different strengths. Our coaching starts with understanding the individual agent. Why are they here? What do they want to accomplish? And what does success look like for them? Not every top performing agent has the exact same motivation. Some are building a better life for their families. Some want to invest. Some want to lead teams. Once you understand the “why,” you can coach the “how.”
Practically, on a day to day level, that means lots of short, focused conversations. Sometimes the fastest wins are products of straightforward advice. It could be as simple as: “You need to rewrite that listing. Swap the lead photo and tighten the description.” Sometimes we need to work on processes or skills, like reworking the agent’s call flow, drilling them on objection handling, or refining how a broker positions value in a specific community.
But here’s something important – first, we don’t ask anyone to do something we haven’t done ourselves. Second, we’re active and we stay close enough to the pipeline to see where a deal is getting stuck.
Lead indicators, not just lagging results
You can’t manage based solely on closings and commissions. At White & Co. we look at the entire chain that leads to a deal and fix the weakest link:
- Too Few Listings. If listings are light, calls and prospecting need to increase.
- Not Enough Viewings. If viewings are low, it could be the listing quality, pricing conversation, or maybe the follow-up is off.
- No Offers. If offers don’t materialise, we look at how prospects are being qualified, how options were presented, and the close.
That progression is easy to understand and it keeps coaching practical.
Coaching is consistent and expected at White and Co. There is always a part of ourselves to develop further. We constantly look to elevate our performance whether we are new, experienced or part of the leadership. If a broker is feeling overwhelmed or seems to be struggling, we don’t wait for a bad month before we step-in and help. In most cases, because of our culture, our agents actively come to us with challenges. But regardless of if we surface it or they do, we sit with them and work on it together. It might be listening to recordings or running a role-play. It might be getting on the phone with a client. But it’s always action oriented and meant to solve the problem, help close the deal, and set up the agent for future success.
On the other side – if a broker is exceptional, we clear obstacles and let them run. So our focus is enabling more brokers to be exceptional.
Build the middle to expand the top
Every brokerage has a top 10%. Real growth, exponential growth, comes from expanding that top 10%. The fastest way to drive revenue across the board isn’t chasing the next top agent—it’s raising the floor. Help your middle tier hit the same milestones as your top 10%, and the compounding effect across your business is massive.
We put a lot of energy into the “middle” – the brokers who are showing promise but aren’t consistent yet. They get the most targeted coaching because they’re closest to the next breakthrough. Practically, that looks like directors knowing who’s with which client, what stock is available, and where we can create momentum. We might help string deals together, suggest companion units for a viewing route, or help match clients to better options across teams. Our approach is really mentorship blended with management. Agents are still accountable to numbers, but they’re supported by people who can move things forward with them. They’re supported by a culture that actively shows them they can be in that top 10%.
Culture sets the pace
At White & co. culture isn’t posters on the wall. Our culture is reflected in how leadership behaves when the office is busy, a deal needs late-night help, or a new broker is struggling. We try to be proactive rather than sit behind a desk waiting for questions. If training is needed, we put it on the calendar before the gaps show up in revenue. If the business is scaling, we add directors so support doesn’t thin out.
We also run a hybrid model: enough structure to keep standards high, enough flexibility for adults to own their time. We focus on outcomes over box-ticking. Brokers own their time and results. I ensure there’s clarity and we’re aligned on why activity matters and what it produces. Brokers feel that. They know when you’re there with them. They’re more confident because they know the goals are achievable and realistic. They also know we’ll celebrate their progress the same way we celebrate big wins. First deals get the biggest round of applause, because they often matter most. They change belief. We’re coaches first. Leadership buy-in isn’t the outcome – it’s the early warning sign of strong culture.
Autonomy with accountability
Flexibility only works when the expectations are crystal clear. We’re not a “9:00—or else” company, but we are clear about outcomes. When someone needs guardrails or is rebuilding confidence, we tighten tracking for a period and show how structure creates results. When someone’s consistently performing, we remove friction and let them scale what works.
The balance comes from modelling the behaviour we ask for. As a sales director, as a leader, I need to be prepared, available when I’m needed, and decisive. If a deal needs support after hours or over the weekend, a director is available so momentum doesn’t stall. That’s how you earn trust at every level.
Teach sales, not just the system
Templates and tools help, but fundamental sales techniques win. For new agents especially, focus on fundamentals:
- The first call. Nail the initial hook and purpose.
- The viewing. Prepare properly and run a professional appointment.
- Objections. Stay calm, get context, and address the real concern.
- Soft close. Summarise fit and propose a concrete next step.
We pair fundamentals with real community knowledge so brokers speak with confidence about their area. A broker who can speak confidently about building quality, service charges, and recent transactions will win trust faster than a broker reading from a brochure.
Prevent burnout without lowering standards
Real estate here can feel 24/7. We acknowledge that and design our workplace around it. We shifted to a four-day work week to give people room to breathe and find balance. But we’ll still see a busy office on Fridays because agents are working on urgent deals. The answer isn’t to push until people break. It’s to keep reminding them of their “why,” encourage reset days when needed, and protect the basics – sleep, training, and time with family – so performance is sustainable.
Make progress visible
People work harder when they can see momentum. We celebrate first deals loudly and recognise smart behaviours, not just big commissions. You changed the lead image and got the double enquiries? Great! Share it at the next meeting. Turn a stalled deal by reframing options? Walk the team through it. The more we show “this is what good looks like,” the faster newer brokers adopt it.
What I’d tell a new brokerage owner
If you’re starting out—or acting as sales director yourself—focus on three things:
- Clarity. Make the company goals public and simple. Everyone should know the target and how they contribute.
- Coaching depth. Spend the most time with the middle of your team. They’re your future top performers.
- Consistency. Keep training on the calendar, keep leadership available, and keep standards visible.
Do that, and you’ll see belief spread. Brokers will push themselves because they can connect effort to outcome, not because you’re hovering over a dashboard.
Final thought
Great coaching isn’t loud. It’s the steady, deliberate work that turns potential into performance. Hire real estate agents for attitude, teach the sales techniques, and keep your environment honest and supportive. When people are hungry and coachable—and stay connected to their “why”—they succeed here. Support them with good coaching, and your agency will feel the compounding effect in every quarter that follows.
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