For Christmas, Diane Glass, CEO of residential real estate brokerage company Berkshire Hathaway HomeServices Chicago, writes brief notes and hand-signs holiday cards she sends to employees and agents — roughly 1,400 of them.
At monthly meetings with staff and agents, company updates are shared as are announcements about new engagements, babies and pets.
It’s all part of the culture of connection and support the company has created, a culture that helped Berkshire Hathaway HomeServices earn the No. 1 ranking among large employers in the Tribune’s list of Top Workplaces, as measured by consultancy Energage in Exton, Pennsylvania.
“We know each other by name,” Glass said. “We talk to people, not about people. We don’t get mad. We get curious. We assume good intentions and are clear with our words always.”
The company, which has 24 offices and customers in the Chicago metropolitan area, Wisconsin, Indiana and Michigan, prioritizes being transparent and learning from its team. It holds roundtables monthly with small groups of employees and agents in person and virtually, Glass said.
“We ask what are we doing well, what are we doing that we can do better, what are our blind spots and how can we help you thrive,” she said.
The roundtables are made up of a cross-section of individuals across departments. The company wants to know if it’s falling short in any area, said Joe Stacy, senior vice president and general sales manager. “We need to know” to fix it, he said, adding: “We’re approachable.”
“I love that your opinions are valued,” said Transaction Coordinator McKenzi Jackson, who has been with the company about seven years. “This is probably one of the first companies I’ve worked for where they actually asked you how you feel about something. It’s not one of those things where they ask and nothing happens. There will be action.”
She said leaders asked how the company could enhance diversity, and the company’s Belonging Council, a diversity council, formed from that discussion.
Broker Associate Trese Hodges has been in the industry, and at the company, for three years. She loved the workplace culture from the first day she interviewed.
“When I walked in, it felt like home,” she said. “The admin was amazing and greeted me at the door. The managing broker was phenomenal. I didn’t want to leave that meeting.”
People are provided with the resources they need to be successful, Hodges said, adding that what she loves most is that managers and Glass are accessible.
“I can text (them) right now and say ‘do you have a spare moment?’ and they are calling me in the next five minutes,” Hodges said. “That speaks volumes.”
Earlier this year, Glass invited Hodges and a few other agents to lunch.
“She wanted to learn more about us, who we are, where we come from and asked what could she do to make our jobs easier, to make our business grow better,” Hodges said.
“They want you to grow and to do whatever they can to support you.”
Berkshire Hathaway HomeServices Chicago has created a top workplace culture because it understands that “actions speak louder than words,” Hodges said.
“It’s important to show your employees you care, to show up for your employees as much as you want them to show up for you.”
Broker Alejandro Tribin has worked with several brokerages during his 12 years in the industry. At Berkshire Hathaway HomeServices Chicago, the culture is not one of competition but of “working together, seeing realtors as partners,” he said.
“The other thing I love is how much they invest in training and constantly providing information on the newest trends in real estate, so everybody can continue to grow as a professional and continue to grow their business.”
In September, Stacy held workshops on identifying marketing opportunities amid changes in the residential real estate market. They covered topics including how to talk to clients so clients can stay informed on the state of the market, and how to get more listings and reconnect with buyers.
Glass said training and workshops are designed to meet the needs of those who are new to the profession as well as seasoned veterans.
Giving back to the community is a priority, said Vice President and Director of Human Resources Ellen Garippo. Through its Kindness Foundation, the company raises funds to support Sunshine Kids, a nonprofit that provides activities and trips for young cancer patients. It also works with Chicagoland Habitat for Humanity, and company volunteers participate in beach cleanups, food drives and shred events.
“Realtors naturally are involved in communities,” broker Elaine Pagels said. “It’s a nice way to enrich our communities.”
She has been with the company eight years.
Pagels shared the story of how her team heads up a volunteer food drive every year at the company. One year, before the day of the drive, she had unexpected gall bladder surgery.
To help, “my manager shows up,” she said. “Staff shows up to help and other agents. That’s symbolic of how we do things.”
Pagels admires Glass’ leadership, business acumen, professionalism and genuine caring, which she said permeates the organization.
“My daughter had a baby and got aggressive breast cancer,” Pagels said. “Diane contacts me, my daughter, sends her a cashmere blanket, candle, meals. It’s the human touch that so many companies miss.”
Employers must be intentional about creating top workplace cultures, Glass stressed.
“It starts at the top. The executive team, managers need to understand what that intentional culture is all about and then they need to walk that walk together with you,” she said.
Glass sees her role as surrounding herself with bright, thoughtful, curious and kind people “and then I get out of their way,” she said. “I don’t pretend to have all the answers. I know we can do more collectively than anyone can do individually. When leaders think collaboratively and understand the strength of the people they bring together, that’s when the magic happens.”
Francine Knowles is a freelance writer.
