N
AR CEO Nykia Wright discusses why Realtors should stay in the profession and how the association is tackling the challenge of maintaining professionalism. She also outlines the steps she’s taking to embrace new technology.

    Wright began by noting that NAR had a “limited amount of time to solve a very big problem” that had been building for years. Her first priorities are fixing the organization’s culture and finances. After a nationwide listening tour, she announced at the annual conference that a three‑year strategic plan will now be rolled out to prove the value of the $201 annual membership fee. “The return on that investment is astronomical,” she said, and the plan’s goal is to keep Realtors convinced of its worth.

    Key membership benefits include housing research, agent education, and support for Second Century Ventures, but the most tangible advantage is advocacy. Wright highlighted that without NAR’s lobbying, Realtors would not have been classified as essential workers during the pandemic. In a market that’s slowing, the advocacy team’s ability to explain affordability and other industry challenges to lawmakers is “super important.”

    The strategic plan’s pillars are: helping Realtors thrive, preserving the Realtor brand, developing unique advocacy approaches, managing legal risk, and transforming the budget. It covers 75 projects and officially launches on Jan 1, though work is already underway. Members are receiving improved communication.

    On professionalism, Wright said the term is hard to enforce because it means different things to different people. NAR is committed to reviewing its code of ethics to provide clear, best‑in‑class guidelines for how professionals should conduct themselves. However, she emphasized that enforcement ultimately falls under the brokerage’s fiduciary duty.

    When asked about the rise of private listings, Wright warned that attempting to regulate the entire market would be dangerous and contrary to NAR’s purpose. While the association keeps its controversial Clear Cooperation Policy, she noted that some members ignore it, raising questions about society’s role in shaping outcomes.

    Wright is also taking a hands‑on approach to artificial intelligence. She is enrolled in a “chief AI officer” university course to learn how to guide NAR’s AI strategy. She wants policies to be informed, stress‑tested, and continuously evolving rather than “set it and forget it.” Regarding AI’s impact on real estate, she believes it will be no different from other professions.