Why I’m Choosing to Say This Out Loud
There’s a part of me that hesitated before writing this.
Not because I doubt the principle, but because it goes against what’s considered normal within much of the solicitor and estate agency world. We’re not traditionally great at talking openly about how people are rewarded, or why. When we do, it can feel uncomfortable, even risky. There’s an unspoken fear that clients might misinterpret it, or that peers might quietly shake their heads.
But the more I’ve reflected on it, the clearer it’s become that staying quiet would be the wrong call.
This journal isn’t about bravado, sales tactics or trying to be provocative for the sake of it. It’s about being honest about a personal mission that now sits at the heart of how I approach leadership at Simpson & Marwick: rewarding people properly when they do their job exceptionally well, and doing so in a way that aligns everyone’s interests.
Going Against the Grain, On Purpose
In our industry, the norm has long been relatively fixed salaries, opaque bonus structures, and a sense that commission is something slightly uncomfortable to talk about – particularly in professional services.
I’ve never fully understood that.
Property transactions are emotional, complex and high stakes. They require skill, resilience, judgement and, above all, accountability. Yet the people most deeply involved in progressing sales, managing momentum and guiding clients through uncertainty are often the least visibly invested in the outcome.
That disconnect never sat well with me.
So rather than accept it as ‘just the way things are done’, I’ve made a deliberate decision to challenge it. Not loudly. Not recklessly. But clearly and consistently.
Sharing Success, Not Charging for It
One thing I want to be absolutely clear on is this: clients are not funding incentives.
The idea that rewarding our team somehow comes at the expense of those we act for is a misunderstanding I’m keen to address head-on. The opposite is true.
When a transaction completes successfully, there is already a fee agreed. What happens next is a choice. We can retain the entirety of that commission within the business, or we can share a meaningful portion of it with the people whose work directly contributed to the result.
I firmly believe the latter leads to better outcomes for everyone.
Motivated, invested professionals communicate better, move faster, and take greater ownership. That benefits clients through smoother transactions, stronger relationships and a higher likelihood of future business or referrals.
Financial Reward Matters – But It’s Not the Whole Story
Money matters. Anyone pretending otherwise isn’t being honest.
Fair base salaries, uncapped earning potential and transparent commissions are foundational. They allow talented people to build a career without artificial ceilings and without having to choose between stability and ambition.
But enjoyment matters too.
One of the most enjoyable parts of this journey for me has been exploring ways to reward performance that go beyond a number on a payslip. Experiences, flexibility, autonomy and genuine recognition all play a role in building a culture where people feel valued rather than managed.
The common thread is intention. Rewards should feel considered, personal and earned – not token gestures.
Why This Matters to Clients and Partners
This approach isn’t just about internal culture. It’s also a signal to the outside world.
For individual clients, it means knowing that the people handling their property transaction have a real stake in seeing it through successfully. They are not simply processing files; they are actively invested in the outcome.
For corporate clients and referrers, it demonstrates alignment. If you run a business that believes in incentivising excellence, accountability and longterm relationships, then we’re likely to share similar values.
That alignment tends to lead to stronger partnerships, more repeat work and more meaningful referrals over time.
Attracting the Right People, Not Just More People
I won’t shy away from this point: being open about how we reward performance helps attract high calibre professionals.
The best salespeople – and those with strong transferable skills – want clarity. They want to know that effort is recognised, that results matter, and that progression isn’t based on tenure alone.
Equally important, it helps filter out those who may not be comfortable with accountability or transparency. That’s not a negative. It’s simply about fit.
By being vocal about what we’re trying to build, we make it easier for the right people to find us, and for the wrong people to self select out.
Putting My Neck on the Line
I’m aware that speaking openly about this invites scrutiny.
Some will question whether it’s appropriate within a traditionally conservative profession. Others may wonder whether it sets expectations that are difficult to maintain. Those are fair questions, and ones I’ve asked myself more than once.
Ultimately, I’ve decided that the risk of being misunderstood is outweighed by the importance of being honest.
If we genuinely believe that rewarding excellence leads to better service, stronger relationships and a healthier industry, then we should be prepared to say so – even if it means standing slightly apart from the crowd.
Making the Mission Unambiguous
This journal is part of a broader commitment to consistency.
I want our team, our clients, and our wider network to have absolute clarity on what we’re trying to achieve. Not through slogans or glossy statements, but through actions repeated over time.
Rewarding people properly for doing their job extremely well isn’t radical. It’s respectful. And in my view, it’s essential if we want to raise standards across solicitor and estate agency services in this country.
If that challenges industry norms, then so be it. Progress usually does.
