It’s been two weeks since the FARE Act officially became law, and already its impact is reshaping how agents work across New York City. The legislation, designed to increase transparency in residential rentals, brought with it new disclosure requirements, a revised fee structure, and a fundamental shift in responsibilities between landlords and agents.
At Platinum, we’ve treated these past two weeks as both a test and a reminder. A test of how well our preparation would hold under pressure. And a reminder of what leadership looks like in moments of change. Because in real estate, it’s not just about responding quickly. It’s about staying grounded, communicating clearly, and leading people through uncertainty with confidence and care.
Long before the law took effect, we were preparing. We focused on training, both technical and conversational. We role-played. We answered questions. We coached our agents on how to present their value confidently. By the time the law was live, they had the language, the tools, and most importantly, the support to navigate the shift.
That same week, one of our agents closed Platinum’s first FARE-compliant rental. There were no delays and no confusion. Just clarity and execution. Our clients appreciated the transparency, and our agents walked into conversations with confidence. That did not happen by chance. It came from experience.
When the pandemic shut down New York, I learned that leadership isn’t about having all the answers. It is about being present. As offices closed, transactions paused, and the unknowns multiplied, I realized what people needed most was connection. That is when we launched our daily morning huddles, a 15- to 30-minute Zoom check-in that became a lifeline. It created rhythm and routine. More than that, it became a space for honest conversation and shared direction. Six months in, we surveyed our agents. The message was clear: they wanted to keep it. The huddle had become an anchor to their day. We also doubled down on staff during that time. It was obvious that more support, not less, would help steady the ship. We added resources, restructured where needed, and made sure no one felt like they were navigating the uncertainty alone.
That became my leadership playbook. When big change hits, whether it’s a public health crisis or a regulatory overhaul, my first instinct is to open the lines of communication. At Platinum, there are no dumb questions. Everyone gets to ask, clarify, and process. We talk things out. We walk through the details. And we take the time to check in, not just on deliverables, but on how people are feeling. Are you okay? Do you feel confident? Do you know we’ve got your back? Because that’s what real leadership is. Not just navigating the water, but making sure everyone on board knows they’re safe.
Our independence gives us speed. But it’s our culture that keeps us strong. We don’t sit back and wait to see how the industry reacts. We set our course, and we stay connected the whole way through. This isn’t just about how one brokerage responded. It’s about what leadership in real estate looks like when the pressure is on. Whether you’re running a team of three or leading a hundred agents, your response to change sets the tone. Communication, consistency, and culture are not soft skills. They are survival skills.
“You have to accept whatever comes and the only important thing is that you meet it with courage and with the best that you have to give.”
— Eleanor Roosevelt
That’s how I think about leadership. Not as control over circumstances, but as steadiness through them. The sea will shift. The rules will change. But when you lead with courage, keep your people close, and meet every moment with the best you have to give, your crew will follow you through any storm.
Dezireh Eyn is the CEO of Platinum Properties, a women-led independent brokerage based in Manhattan. She writes about leadership, brokerage growth, and agent development in a changing market.
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