7 secrets that sell: Summer staging on a smart budget

7 secrets that sell: Summer staging on a smart budget

Luxury expert Chris Pollinger talks to the leadership team at LA’s Elite Home Staging about the features that get luxury homes sold in the summertime.

July is Luxury Month at Inman. We’ll take the temperature of the luxury market, talk to top producers in the ultra-luxury space and dive into the luxe trends of today — all culminating at Luxury Connect in San Diego, where we’ll announce this year’s Golden I Club honorees.

Summer is peak season for staging. Buyers are craving light, energy and a sense of freedom. But most sellers do not have the budget to transform their space into a beachfront dream.

I sat down with Samantha Senia, CEO, and Nicole Senia, sales manager, of Elite Home Staging, the Los Angeles-based firm to uncover seven smart and cost-effective ways to capture summer’s relaxed luxury without breaking the bank.

7 Elite staging secrets

1. Use a neutral, organic color palette

According to Nicole, “Less drama, more dopamine. That’s the move for summer staging.” Elite Home Staging consistently uses soft whites, beiges and warm greys to create a calming foundation that appeals to a wide range of buyers.

Organic textures like linen, rattan and raw wood add visual interest and tactile appeal, giving each room dimension without overcrowding it with accessories. The result is a backdrop that is both elegant and easy to connect with.

2. Introduce trees to highlight indoor-outdoor living

To emphasize the connection between the home and its surroundings, Elite frequently incorporates potted trees near windows and patio doors. Samantha explains, “We want people to literally breathe the summer in.”

Adding an olive tree or a fiddle leaf fig introduces height and movement while reinforcing the seamless flow between inside and out. It is a subtle shift that makes a powerful visual statement.

3. Embrace summer minimalism

Summer naturally invites simplicity. People are traveling, decluttering and spending more time outdoors. Nicole puts it clearly: “Summers are about less. Let that guide your staging.”

Elite leans into this seasonal instinct by removing excess furniture, rolling up heavy rugs and letting rooms breathe. This minimalist style helps buyers imagine themselves relaxing and enjoying the space, free from distractions.

4. Layer fragrance throughout the home

A home’s scent has a direct impact on how people feel inside it. Elite Home Staging incorporates light, refreshing fragrances in key areas. Diffusers with citrus notes are placed near the entry. Herbal scents like basil or rosemary are used in the kitchen, and soft linen sprays go in the bedrooms.

Samantha notes, “Buyers remember more than they realize.” A strategically chosen scent can tap into deep emotional associations, making a property far more memorable.

5. Create a ‘spritz station’ to spark imagination

One of Elite’s favorite features is a summer mocktail station set up on a bar cart. This includes glassware, bottles and fresh herbs such as mint, basil and rosemary. The setup suggests summer entertaining and encourages buyers to envision relaxed evenings at home.

Nicole says, “It sparks imagination and photographs beautifully.” It is both practical and aspirational, making it a powerful tool in the staging playbook.

6. Add faux citrus for a bright, fresh vibe

Ceramic or plastic lemons and limes are a budget-friendly way to energize a space. Samantha explains, “They pop on counters and feel fresh, but do not spoil.” These props bring in a bright visual cue that suggests summer without adding perishable elements that need constant replacement. A bowl of citrus on the kitchen island or dining table adds life to the room in an instant.

7. Incorporate fresh greens and eucalyptus

Fresh cut greenery provides texture, movement and a touch of nature that elevates even the simplest space. Nicole explains, “Greens speak to wellness and ease — exactly what summer buyers want.”

Elite often uses eucalyptus, which adds both scent and visual elegance, along with other fresh greens that can be picked up at local markets for very little cost. Placing them in clear vases creates a clean and organic look.

Bonus tip: Use outdoor rugs to define living zones

Outdoor spaces matter more in summer, and Elite uses layered rugs to define zones and create a sense of order. Even in a sparsely furnished patio, a couple of well-placed jute rugs can signal where a buyer might host friends or relax with a book. These rugs are inexpensive but create a strong visual structure and a feeling of comfort.

Why these strategies work

These methods are simple, scalable and emotionally intelligent. They appeal to the senses, not just the eyes. They allow buyers to imagine their own lives unfolding in the space. And, most importantly, they do it without requiring a massive staging budget.

According to Samantha, “We’re staging emotions, not just furniture. If you sell the feeling of summer, everything else follows.” Nicole adds, “People don’t buy a home. They buy a season in a space. Make that season summer.”

Summery playbook

Strategy Why it works How to apply it
Neutral palette Creates calm and broad appeal Use soft tones and organic textures
Potted trees Enhances indoor-outdoor flow Place near windows and patio doors
Summer minimalism Encourages mental clarity and emotional space Remove excess furnishings and decor
Scent layering Reinforces positive emotional memory Diffusers and light sprays by zone
Spritz station Sparks lifestyle imagination Use bar carts and fresh herbs
Faux citrus Adds a visual pop of freshness Bowls of lemons or limes on counters
Fresh greens Introduces movement and scent Eucalyptus or greens in simple vases
Outdoor rugs Defines zones and adds comfort Layer neutral-toned rugs on patios

Samantha and Nicole Senia have refined summer staging into a disciplined art form that leverages both psychology and design. Their work proves that high-impact staging does not require high-end spending. It requires intent, restraint and an understanding of what today’s buyers want: simplicity, possibility and a touch of summer magic.

7 hacks to neutralize team tension before it derails performance

7 hacks to neutralize team tension before it derails performance

If you’re serious about protecting your team’s performance, Chris Pollinger writes, then stop hoping for harmony and start engineering it.

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In real estate, your team isn’t just a group of professionals — it’s your competitive edge. But when egos clash, communication breaks down and small grievances go unchecked, that edge dulls fast. And make no mistake: Conflict that starts as a whisper can end in a full-blown implosion if you don’t intercept it early.

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This isn’t about babysitting grown adults. It’s about leading high-performance operators in a high-stakes environment. You don’t have the luxury of unresolved tension. You need alignment, clarity and operational flow. Always.

7 ways to cool team tensions

Here are seven strategic, research-backed tactics to squash internal friction before it snowballs into something that costs you deals, trust or top talent.

1. Make humor a strategic tool, not a liability

Used well, humor is a pressure valve. It lowers defenses, de-escalates tension and reinforces team cohesion. But most teams don’t understand the difference between productive, affiliative humor and toxic sarcasm disguised as wit.

Your job is to set the tone. Train your team on what effective humor looks like. Make it witty, inclusive and grounded in respect. If it’s punching down or inside-joking someone into silence, it’s not humor, it’s a cultural liability.

Host a session. Use examples. Make it part of your leadership language. Humor should build bridges, not burn them.

2. Codify shared values, and lead with them relentlessly

When personalities clash, and they will, shared values become the referee. But values can’t just be posters on a wall. They have to be operationalized. That means making them part of how you hire, how you onboard, how you open meetings and how you make decisions.

Clarity of values creates consistency in expectations. That consistency creates safety. And safety eliminates 80 percent of unnecessary drama.

If your team doesn’t know exactly what your non-negotiables are, that’s not their fault — it’s your oversight. Fix it.

3. Build in structured venting before the pressure cooker blows

Avoiding friction doesn’t prevent conflict. It incubates it. People need space to speak candidly, but in a way that doesn’t devolve into dysfunction.

Implement structured venting sessions, facilitated with tight ground rules. Everyone speaks. No interruptions. Focus on facts, not feelings. Think of it as preventive maintenance for your team’s emotional engine.

Don’t wait for the blow-up. Design the release valve.

4. Engineer collaboration through environmental nudges

Smart leaders don’t just react to behavior. They design for it. Want less infighting? Eliminate the friction that creates it.

Set up shared workspaces by default. Create pre-meeting rituals that require contribution. 

Automate reminders that cue collaboration. These aren’t micromanagement tactics; they’re behavioral architecture. Subtle, powerful and scalable.

When you make it easier to work together than to work around each other, alignment becomes the path of least resistance.

5. Gamify conflict resolution because performance people respond to metrics

Most high achievers are wired for performance. So, treat conflict resolution like a measurable skill, not a moral failing.

Build a simple incentive system: points for active listening, for stepping into difficult conversations early, for finding win-win solutions. Track it. Reward it. Publicly acknowledge it.

You’re not bribing behavior.  You’re reinforcing the kind of operational excellence your business demands. If you measure it, they’ll master it.

6. Create anonymous feedback, then prove they’re safe

If your people don’t feel safe speaking up, you’ve already lost visibility into 90 percent of what’s actually happening on your team. Anonymous feedback channels, like quarterly surveys or digital suggestion boxes, can surface unseen issues before they metastasize.

But anonymity without action is worse than no system at all. Respond. Address patterns. Show movement.

Trust isn’t built on transparency alone — it’s built on follow-through.

7. Rotate leadership roles to kill entitlement and build empathy

Power dynamics often drive hidden tensions. The antidote? Rotate leadership responsibilities.

Let junior team members lead standups. Have newer hires run project retrospectives. Push senior agents into listening roles. This doesn’t just shake up stale dynamics; it builds strategic empathy.

When people understand each other’s challenges, they stop blaming and start collaborating. And when you’ve got a bench full of people who’ve tasted leadership, you’ve got options when it’s time to scale.

Real leaders don’t wait for conflict. They design against it

Conflict is inevitable. Chaos is optional. If you’re serious about protecting your team’s performance, then stop hoping for harmony and start engineering it. These seven strategies aren’t gimmicks — they’re proactive leadership mechanisms built to keep your business aligned, your culture intact and your revenue pipeline protected.

In real estate, there’s no margin for internal dysfunction. The stakes are too high, and the cost of inaction is brutal. Act early. Lead hard. Prevent the blow-up before it starts.

Chris Pollinger is the founder and managing partner of RE Luxe Leaders.

Client-centricity isn’t a buzzword. It’s your competitive advantage

In a volatile real estate market, client-centricity isn’t optional — it’s your competitive edge. Chris Pollinger shares how elite agents turn uncertainty into opportunity by obsessing over what clients truly need, moving fast and thinking like strategic partners.

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Let’s get one thing straight — this market doesn’t care about your feelings, your track record or your carefully curated brand image. It rewards those who adapt, move fast and obsess over one thing: the client.

If you’re in real estate and still clinging to “what’s always worked,” consider this your wake-up call. This is a market driven by volatility. Costs shift, clients ghost and one bad review can tank a lead funnel you spent months building. The days of sitting back and waiting for referrals are dead. The new game? Radical client-centricity.

Here’s what that actually looks like — and why it’ll make or break your growth this year.

The market’s not slowing down, so stop acting like it will

Economic rollercoaster? That’s cute. For us in real estate, it’s more like a game of high-stakes poker with half the deck missing. You’ve got inflation, interest rate yo-yos, tech disruption and buyer psychology shifting faster than you can say “price reduction.”

Now imagine being a client trying to make sense of all that noise. They’re not looking for someone to show them square footage — they want someone who can decode chaos and make bold, strategic moves. You want to grow? Be that person.

You don’t need to predict the future — you need to read the now. Your value isn’t in having the answers; it’s in asking better questions and giving clients the confidence to move forward when everyone else is frozen.

Think like a partner, not a vendor

You’re not selling houses. You’re selling certainty. You’re selling the ability to turn complexity into clarity. That’s what real estate advisors do — we interpret macroeconomic noise and distill it into real-world decisions that make our clients money, protect their assets and secure their lifestyle goals.

When interest rates jump? You’re the one recalibrating the ROI on that rental portfolio in real time.

When zoning laws shift? You’re the one calling the client before they even know it matters.

The agents who win in this market are the ones who treat every deal like a business venture. Your job is to know your client’s long-term goals better than they do — and reverse-engineer every decision from that place.

Tech is a tool. You are the advantage

Let’s talk AI, data, automation — all the toys everyone’s pretending they understand. These are force multipliers, not replacements for you.

Don’t confuse data for wisdom. Your CRM isn’t closing the deal — you are. Your market report isn’t negotiating the price drop — you are. The most valuable thing you bring to the table isn’t access to information — it’s how you interpret it, frame it and move people to act on it.

Clients want precision, yes, but they also want emotional intelligence, discretion and someone who can see the blind spots they can’t. Use the tools. Just don’t hide behind them.

Move at the speed of relevance

Speed wins. Period. If you’re still operating on weekly “check-in” cycles while your client’s net worth is shifting daily, you’re already irrelevant.

Be the agent who spots trends before they hit TikTok. Be the one who’s already crafted three backup offers before the first deal shows cracks. Be so dialed into your client’s life and goals that your timing feels psychic.

When Malibu wildfires hit and clients panic about their homes, don’t wait. Show up with insurance options, short-term relocation plans and off-market replacement properties.

When market sentiment shifts, bring context, not clichés.

Your speed is your value. Your adaptability is your proof of relevance. And your timing? That’s your edge.

Client-centricity isn’t just service. It’s strategy

Let’s be clear: Client-centricity doesn’t mean being a yes-man or bending to unrealistic demands. It means knowing your client’s motivations better than they do. It means fighting for their best interest — even when it means pushing back.

Want to win repeat business? Deliver clarity in the fog. Show empathy in high-stakes moments. And don’t just track the market — translate it into action.

This is about going from agent to trusted advisor. From “thanks for the tour” to “you’re the first call before I buy anything.”

Build a culture that breathes client obsession

This isn’t a solo sport. If you’re building a team — or already have one — this mindset needs to bleed through your entire operation. Your assistant, your transaction coordinator, your marketing crew — everyone needs to be fluent in “client-first.”

Every system, every touchpoint, every piece of tech you deploy should be built around one question: Does this make the client’s life easier, clearer or faster?

If it doesn’t, scrap it.

The market will keep shifting. You should, too

You’re not paid for showing up. You’re paid for outcomes. And outcomes come from obsession — with clients, with precision, with being ahead of the damn curve.

So stop worrying about whether you’re doing things “the right way” and start focusing on doing the right thing — for the client, in this moment, with everything you’ve got.

That’s how you grow. That’s how you win. That’s how you make sure you’re not just another name on a listing site — but the first one that comes to mind when the stakes are highest.

Let the other agents chase commissions. You? You chase impact.

This post was originally published on this site

Borrowers clash on how far rates need to fall before they’re ‘Golden’

This report was originally published on August 19, 2024, exclusively for subscribers of Intel, the data and research arm of Inman. Subscribe to Inman Intel for a deeper analysis of the business of real estate.

This month, mortgage rates plunged below the 6.5 percent mark — down significantly from a recent peak of 7.5 percent in April.

By late August, it was hovering around 6.46 percent, yet it wasn’t enough.

Consumers say they need rates to fall significantly lower than that before they’ll be willing to buy a home, according to a July survey of 3,000 working U.S. adults conducted by Inman Intel and Dig Insights. 

And even once first-time buyers rejoin the fold, they are likely to face the same problem that plagued the housing market in the early pandemic homebuying frenzy: little new inventory to replace the houses that get scooped up. 

For this report, Intel analyzed the responses of this survey, which included a group of more than 2,000 adults from across the country who said they were unlikely to buy a home in the next year.

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Among other topics, Intel asked them how low rates would need to fall before they would seriously reconsider — an attempt to find a so-called “golden rate” that would spur renewed activity in home sales.

  • Results from the Inman-Dig Insights consumer survey in July suggest that if rates fell from their recent 7 percent levels down to 5.5 percent, it could provide a meaningful boost to home sales.
  • And if rates fell as low as 5.0 percent, the dam might break and release even more once-reluctant homebuyers onto the market.

But this emerging picture also hides some complex layers beneath the surface. 

Instead of one clear number, the rate targets that emerged were quite different for renters than they were for homeowners. And coupled with the latest rate forecasts, these dueling dynamics could determine the complexion of the housing market not just for months, but potentially years.

Read Intel’s findings in the full report.

The big picture

High mortgage rates remain a serious obstacle preventing consumers from entering the home market.

First, the top-level findings:

  • Of the working adults who said they were “unlikely” to buy a home in the next 12 months, 1 in 10 said they would seriously consider changing their mind if mortgage rates fell as low as 5.5 percent
  • But that share doubles to 1 in 5 in a scenario where rates were to fall to 5.0 percent.

Although mortgage rates can be volatile, forecasts suggest that rates that low may still be years away. 

  • The Mortgage Bankers Association, for example, projects that rates are on track to hit 5.9 percent only by the fourth quarter of 2025, and may stay in that range through the following year as well. 

These results should be taken with a few grains of salt.

For one thing, all of the so-called “unlikely buyers” that Intel surveyed were, by their own admission, not in the market for a home at this time. This means that some of their responses are merely hypothetical, not the result of research and kitchen-table math.

After sitting down with their budget and looking at home prices and monthly payments, it’s plausible that some respondents might give a different response than they provided to the survey.

Still, some clear consumer attitudes emerged in the survey data — with implications for what effect a lower-rate environment might have on transaction volume and buyer-seller dynamics in the years to come.

Back to the future?

Intel’s consumer survey results also illuminate a potential roadmap for the future dynamics between buyers and sellers as rates continue to descend.

Predictably, the survey found that renters are more responsive to small movements in mortgage rates. Current homeowners, on the other hand, need to see bigger declines to nudge them off the sidelines.

Intel tried to quantify just how big the gap was, and where the two groups might end up converging.

  • If mortgage rates were to fall a bit further to 6.0 percent — nearly 2 points below their high point in October — it would persuade nearly 9 percent of reluctant-to-buy renters to change course and consider entering the home market.
  • Less than half as big a share of reluctant buyers who already own a home would respond the same way. Only 4 percent of this group would show interest in the housing market, given the same 6.0 percent rate assumption.

This dynamic is not hard to explain. The so-called “rate lock-in” effect has been widely discussed throughout the industry, and examined in depth by Intel before.

The vast majority of homeowners fall into one of two categories: they either have no debt on their home, or their current home loan has a much lower rate than they could find on the market any time soon.

With enough time, churn and rate cuts, this dynamic could eventually balance out.

But Intel survey results suggest that it will likely be prevalent even if rates fall a lot more than they’re currently expected to over the next two years.

  • If mortgage rates fell below 5.0 percent, it would convince 25 percent of renters to seriously reconsider their reluctance to buy in the next 12 months. 
  • But sub-5-percent rates would only convince 16 percent of homeowners who are reluctant to buy in the next year to reconsider. 

Ultimately, rates in the 5 percent range — and especially the lower fives — could be a sweet spot that unlocks a significant amount of new buyers and new housing inventory.

But even in that range, the demand from buyers could outpace the supply of existing homes hitting the MLS. It’s a dynamic that could bring back seller’s market dynamics throughout much of the country as more buyers compete for each available listing. 

What might it take to avoid this kind of imbalanced buyer frenzy? More new housing construction could be part of the puzzle. But if builders can’t keep up, rates might have to fall to 4 percent or lower before renters and homeowners warm to the housing market at similar rates, Intel survey results suggest.

And that’s not likely to happen any time soon.

About the Inman-Dig Insights Consumer Survey

The Inman-Dig Insights consumer survey was conducted from July 5 through July 7 to gauge the opinions and behaviors of Americans related to homebuying. 

The survey sampled a diverse group of 3,000 American adults, ranging in age from 24 to 65 and employed either full-time or part-time. The participants were selected to produce a broadly representative breakdown by age, gender and region.

Statistical rigor was maintained throughout the study, and the results should be largely representative of attitudes held by U.S. adults with full- or part-time jobs. Both Inman and Dig Insights are majority-owned by Toronto-based Beringer Capital.

Email Daniel Houston

Offerpad confirms layoffs after ‘restructuring’ amid down market

The iBuyer declined to confirm how many employees have been let go. Recent SEC filings show widespread cuts compared to a year earlier.

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Arizona-based iBuyer Offerpad confirmed it has laid off employees and restructured teams on Friday, days after it reported an ongoing slide in sales and revenue that drove its shares to all-time lows.

The company declined to comment on how many employees it was letting go, saying only that it was hoping to return to profitability.

“We’ve made some operational adjustments, including restructuring certain teams to better align with our strategic objectives,” an Offerpad spokesperson told Inman. “These changes are designed to enhance our efficiency while maintaining the core of our business — our cash offer.”

The company said it was focused on its automated valuation model that helps it price homes as part of its quick cash offer process.

“While we are not disclosing specific numbers regarding the number of people affected or the details of team adjustments, we can share that we have made strategic operational changes across multiple departments to enhance our operational efficiency and strengthen our core business offerings.”

In reporting second quarter earnings, Offerpad said it had reduced employee headcount in three areas: Sales, marketing and operations; general and administrative; and technology and development.

Offerpad reported slashing sales, marketing and operating expenses by $8.8 million, or 30 percent, during the second quarter — mostly by cutting advertising expenses by $7.4 million. Those efforts to reduce expenses were partially offset by an increase in variable costs associated with the increase in homes sold, the company said.

A $2.2 million reduction in general and administrative expenses was attributed to lower fees associated with credit facilities and headcount reductions, while the $1.3 million in cost cuts in technology and development were “primarily attributable to decreased average employee headcount.

Offerpad also wrote that it had cut its technology and development expenses by more than half, noting that the decrease was “primarily attributable to decreased average employee headcount.”

Offerpad’s $13.8 million second-quarter net loss was a 21 percent improvement from the first quarter, when the company was $17.5 million in the red, and a 38 percent reduction from its $22.3 million net loss in Q1 2023.

But revenue during the spring homebuying season was also down 12 percent from Q1, to $251.1 million, as home sales declined by 12 percent, to 742.

Offerpad said it expects Q3 revenue to continue to decline, to between $185 million and $225 million, and that home sales will drop to between 550 and 650.

“We’re committed to supporting our transitioning team members and have provided meaningful severance packages and support services,” the spokesperson said. “Our focus remains on leveraging our proprietary technology and market expertise to deliver exceptional value to our customers during this dynamic real estate market.”

Email Taylor Anderson