Nurturing Talent from Day One and Cultivating a Culture of Excellence

In the first of a four-part series, LJ Hooker Group CEO Christine Mikhael, shares valuable leadership insights around nurturing and supporting talent as part of a business growth strategy. The LJ Hooker Group comprises three brands, LJ Hooker and Atlas in Australia and LJ Hooker and Harveys in New Zealand.

Nurturing Talent from Day One 

All people managers can relate to the flow of talent in and out of a business. It’s a constant of running any team and something I still remember managing as a fresh-faced 22-year-old business owner. I made it a priority to sit down with each of my team members to discuss their career pathways. Even then, I knew my purpose extended beyond serving clients; it was about nurturing talent and helping individuals reach their fullest potential. This belief has guided my leadership journey, rooted in my purpose statement: “Plant the seed of confidence in people, watch them grow and take them places they never thought possible.”

We’ve applied the same approach to talent acquisition and retention at the LJ Hooker Group, where we’ve implemented a proactive strategy for growth ahead of our 100-year milestone in 2028. We’ve been unwavering – and public – about our commitment to this strategy which includes recruiting top talent, developing, mentoring, training, and ensuring our network is supported by an experienced and knowledgeable head office team.

It’s also a crucial part of my role, to ensure the LJ Hooker Group is the network of choice when it comes to attracting top franchisee talent. Even with our extensive network of 420 offices and 4,300 people across our house of brands, we don’t rely solely on brand equity, and are never complacent. We continuously invest in high-calibre franchisees to maintain our customer service excellence and market-leading innovation.

Cultivating a Culture of Excellence

I am incredibly proud of the talent within the LJ Hooker Group and the culture that we’ve built from within. Part of that success comes down to our focus on collaboration, innovation, and ensuring there’s a shared, and organic, commitment to excellence across all divisions of the business. 

To make real impact, leaders must set aside their own ego and foster an environment where high performers can thrive, whether that’s within your own organisation or beyond. Supporting the growth of high performers hinges on maintaining strong relationships and recognising that their success is a testament to the quality of leadership they’ve experienced with us.

This approach has shaped my leadership style over the years. I’ve often described it as ‘leading from behind’. People talk about having a back bench, whereas I prefer to foster and encourage a strong front bench. By empowering my team to take the spotlight and drive our collective vision forward, it’s created a dynamic, forward-thinking organisation that’s ready to meet the challenges of the next 100 years.

Strengthening Our Strategic Growth Team

Our strategic growth and network performance team is key to our vision. By investing in this dedicated team, we ensure that every franchisee receives the support, and resources needed to succeed. 

Composed of experienced business owners and industry leaders, this team recruits, mentors, and supports the next generation of franchise owners, maintaining a high standard of service and innovation across our network. 

Serving the entire Australian and New Zealand network, these respected property professionals have built successful businesses and understand what it takes to be a high performer in any market.

One of our newest strategic growth team members is former LJ Hooker principal Pascal Pierre . Pascal’s transition from a successful business owner to a key team member exemplifies the potential growth opportunities within our network. 

High-profile Sydney auctioneer Luke Whitelum , whose 24-year property and sales career includes leadership positions at companies such as Realtair, CoreLogic, and Domain, has also joined our strategic growth team. 

Luke’s diverse expertise will be instrumental in identifying and developing top talent. This team, now eight members strong, recruits professionals who will add substantial value to the network. They thrive on identifying top talent and are ready to foster the growth and success of our franchisees.

This revamped and fortified head office  team is essential for sustained growth and innovation and means that our offices will be empowered to thrive and excel in their respective markets. 

Commitment to Excellence and Innovation

We’ve been very transparent about our goal for LJ Hooker’s 2028 centenary and our ambition to lead the real estate industry into the next 100 years. It’s a bold vision and one that transcends any single individual, including myself. The motivation is about creating a legacy that impacts the future long after we’re gone. The work we’re doing today is what will create the foundation for this legacy and is being driven by the incredible people who make up our team.

The strength of the LJ Hooker Group lies in our ability to adapt, innovate, and grow. As we navigate the next phase of our journey, I am more committed than ever to our vision and to the remarkable talent that defines our network. 

I'll be sharing more growth and leadership insights from my career in the next chapter of this series. If you’re ready to elevate your career with a network dedicated to your growth, join us at the LJ Hooker Group.