Companies are founded with innovation. Smaller start-ups pop up because they have an idea that no one in the market has done before, or a way to improve the industry they enter. It is no secret that many new businesses do not last because they stick with that initial revolutionary idea, living in the present success they have found with no new ideas to bring to the table in this ever-changing world.
Essentially, they create a business “cash cow,” and milk it until the milk runs dry!
The business world is always changing as a direct result of customers’ evolving needs. The only way for organizations to be successful is to be Anticipatory. Instead of focusing solely on the “now,” they must focus on the “next,” taking the leap on their next big innovations for their organizations while moving forward with the industry.
What is the difference between the “now” and the “next”? Instead of focusing on what is coming their way with an Anticipatory mindset, they focus on beating, or simply keeping up with, the competition in the moment. They then become so preoccupied with how to outperform whom their immediate threats are that they become complacent in their position until someone else brings a big idea to the table. In turn, they then follow in their competition’s footsteps so they won’t be left behind.
But at this point, you are already behind. You let them take the lead, almost as if you are racing cars against someone and let them pass you for fear of how the next turn may affect your current position.
Trying to keep up with the competition with this reactionary approach to business is not, and has truthfully never been, successful. By merely copying what others do, you will always be second-best — the runner up. Instead of playing copycat, business leaders should keep the competition in mind, but forget about their current focus on the competition to clear the way for discovery and innovative solutions by being Anticipatory toward what is to come to leverage the “next.”
I want you to think for a second: What would you do if your competition brought forth a new, big idea?
Is your initial reaction a tinge of panic? That’s OK — everyone’s reaction is! Your mind is flooded with questions like “What if this new product takes away customers?”; “What if I lose sales?”; or “What if it puts me out of business completely?”
The second reaction is far more dangerous. More often than not, it is to hastily put out your own version of the same product to play catch-up. This traps you in the “now” quite deeply, putting you at a pace that will only graze the lead.
Instead of giving in to this fear and allowing the second reaction to become your reality, just skip it. That’s right, you heard me correctly — skip these responses by leveraging my Skip It Principle! these responses by leveraging my Skip It Principle!
Skip the impulse to follow in your competitor’s footsteps, no matter how it may feel. Trust your leadership skills and your team instead and use what Hard Trend future certainties are in front of you to be an Anticipatory Organization rather than a reactionary one.
By skipping the easy way out of doing what has already been done, you will find that it is much easier to focus on what has not been done yet, which is where all organizations want to be.
As my Skip It Principle indicates, you will quickly find that the problem at hand is not really the problem after all. Yes, this includes following the competition too closely. You must find the real underlying issue here. In the way of having a profound competitor in your industry, the real problem is not their idea, it is the fact that they got to it first. Skipping the fallacy of fear will trigger an Anticipatory mindset on what tomorrow will bring, and the opportunities you can leverage.
Owned by Meta, Facebook is still one of the most popular social media sites in the world. Its current user base exceeds 2.96 billion, and its worth is somewhere around $725 billion. This following example is not about them, though — it is about a past direct competitor of theirs.
While Facebook continued to hold the title of social media giant, Instagram floated in its shadow, but not for long. Instead of focusing on following Facebook’s success, Instagram decided to focus on what was next.
They quickly recognized two Hard Trends. One, Gen Z was getting older and would be using social media more in the years to come, and two, Gen Z was more focused on personalized social media that included videos and images. As such, Instagram became very successful in catering to the younger generation. It skipped dwelling on the problem at hand, trying to beat Facebook to the current mountaintop, and instead looked ahead to the mountaintop on the horizon, and created a unique platform.
Following Instagram, Snapchat essentially fostered the same mentality. Instead of trying to keep up with its competition, such as posting images, like Instagram, or direct messaging, like Facebook, they looked to the future on what the next step in social media could be. As such, they combined properties from both Facebook and Instagram to create a revolutionary instant messaging software that focused on images and videos.
The easy solution is to try to keep up and follow the crowd, as what is happening now is evidently popular. But the reality everyone must face is that the specifics of the “now” have already been discovered. Try as I might, I cannot create an online retail store and market it in a way that leverages the “newness” of the internet because, let’s face it, the internet isn’t new, and this already exists: It is called Amazon.
The opportunity of the “next” — tomorrow — is the key to the treasure trove of value that Anticipatory decision-making has in store for you. The best part? It is fully leveraged by you and your organization.
But it starts with you as a leader having a positive Futureview to generate confidence in focusing on the “next.” How you encourage employees to see the future is how they will respond in terms of innovation and creativity. If you see the future as a struggle-ridden downturn filled with disruption that you do not believe you can overcome, then your business will always be playing catch-up, trying to wait in the trenches to mitigate these disruptions.
However, if you see the future as being chock-full of possibility and exciting opportunity, you will seize the day by seizing the “next”! An aligned Futureview is needed to achieve this.
To learn more about how you can foster a positive Futureview, use my Skip It Principle, and create a culture of innovation for tomorrow in your organization, check out my Anticipatory Leadership Membership!
A HUGE ruling in the lawsuit against how real estate commissions are split between a listing agent and the buyer’s agent may have a monumental impact on the future of real estate. Last Tuesday, a jury ruled in favor of the plaintiffs and set damages initially at $1.78 TRILLION DOLLARS! While we all know that NAR doesn’t have that kind of money, it will likely have to find a number to satisfy the plaintiffs. It also will be interesting to see if the Judge eliminates the “Cooperative Compensation Rule” as part of this case because if he does, it will change the way real estate commissions work in a big way. As you know, the listing agent and the home seller have a commission agreement for a set percentage of the total sale. In that agreement, it spells out how much of that commission will be shared with the buyer’s agent in this transaction. If the judge rules that this is illegal, it will now be the BUYER who is responsible to pay the buyer’s agent for services. This could be the beginning of a whole new world in real estate!
Now obviously everything isn’t set yet and all rulings can be appealed, but it is important that you are aware of this story and know that while nothing is final yet; it certainly is the beginning of significant changes in real estate.
As expected, The Federal Reserve left rates unchanged. Bond prices are improving looking ahead into today’s initial jobless claims and Friday’s October Jobs Report. Again, just information you need to be aware of.
PLEASE! It is very important that you find and VERIFY information through reliable sources. We have all seen far too many “experts” on social media with “opinions” on what is happening and what the results might be. A simple Google search can bring up official rulings and that is what you need to rely on as a starting point of your research.
Questions or comments: This email address is being protected from spambots. You need JavaScript enabled to view it.
New builds are taking up a growing share of the pie as builders attract buyers with concessions, and surging mortgage rates prevent existing homeowners from selling
Nationwide, 30.6% of U.S. single-family homes for sale in the third quarter were new construction, according to a new report from Redfin (redfin.com), the technology-powered real estate brokerage. That’s the highest share of any third quarter on record and up from 28.9% one year earlier and 25% two years earlier.
Newly built homes have taken up a growing share of for-sale housing inventory partly because homebuilding has increased and partly because the number of existing homeowners putting their houses up for sale has decreased as mortgage rates have surged to a 23-year high of roughly 8%.
High mortgage rates have pushed a lot of buyers to the sidelines, but many of the buyers who are in the market are opting for new construction homes because builders are handing out concessions like mortgage rate buydowns in order to attract bidders and offload inventory. Purchases of new single-family homes jumped 12.3% last month—the fastest pace since early 2022. It’s worth noting that the latest run up in mortgage rates could slow new-home construction.
“Sellers are facing tough competition from homebuilders, who are sometimes offering buyers up to $30,000 worth of concessions,” said Kim Lotz, a Redfin Premier real estate agent in Phoenix. “With that kind of money, a buyer can cover closing costs, home upgrades, and buy down their mortgage rate. In some cases, people who purchased a house from a builder a year ago are selling and competing against that same builder for buyers."
To view the full report with additional charts, please visit: https://www.redfin.com/news/new-construction-homes-Q3-2023
About Redfin
Redfin (www.redfin.com) is a technology-powered real estate company. We help people find a place to live with brokerage, rentals, lending, title insurance, and renovations services. We sell homes for more money and charge half the fee. We also run the country's #1 real estate brokerage site. Our home-buying customers see homes first with on-demand tours, and our lending and title services help them close quickly. Customers selling a home in certain markets can have our renovations crew fix up their home to sell for top dollar. Our rentals business empowers millions nationwide to find apartments and houses for rent. Customers who buy and sell with Redfin pay a 1% listing fee, subject to minimums, less than half of what brokerages commonly charge. Since launching in 2006, we've saved customers more than $1.5 billion in commissions. We serve more than 100 markets across the U.S. and Canada and employ over 5,000 people.
For more information or to contact a local Redfin real estate agent, visit www.redfin.com. To learn about housing market trends and download data, visit the Redfin Data Center. To be added to Redfin's press release distribution list, email This email address is being protected from spambots. You need JavaScript enabled to view it.. To view Redfin's press center, click here.
View source version on businesswire.com: https://www.businesswire.com/news/home/20231031702023/en/
When most businesses think of innovation, they think of what I would consider to be transformational innovation. What I am referring to is the big advancements that revolutionized organizations and whole industries, such as the founding of social media giant Facebook (now Meta), the first electric vehicle, or moments like the iPod making its debut at Apple.
These are the innovations that entrepreneurs and leaders dream of, picturing a scenario where their ROI is tremendous, they make differences in the world, and they ultimately leave competitors in the dust.
But while focusing on this transformational innovation is certainly one strategy to have, the reality is that a one-time breakthrough only has so much staying power, even if it is as powerful as those aforementioned examples. If you catch lightning in a bottle, as they say, using it to try to stay ahead of the competition truly leaves you missing a large part of the big picture.
Concerning yourself only with large advances in and outside of your industry means your scope of significance as an organization is actually quite small! You and your team then miss out on everyday opportunities that Anticipatory Leaders and Anticipatory Organizations who think exponentially take charge of.
In this age of digital transformation, Anticipatory Organizations do not just focus on the big opportunities alone, as they are aware that putting everything else on the back burner will only leave them disrupted while they wait. Instead, those with an Anticipatory Mindset know they must focus on everyday innovation, where their team and organization expand their focus to continuous improvement, developing inventive solutions to everyday problems.
While Hard Trend future certainties are nearly everywhere you look, such as the ever-increasing prevalence of artificial intelligence, the aging of the Baby Boomer generation, the datafication of our marketplace, and the growth of the Internet of Things (IoT), what Anticipatory Leaders also realize in harnessing everyday innovation is that there are just as many Soft Trends that they can influence.
The difference here is that they choose to influence those Soft Trends, whereas others may wrongfully assume those low-hanging-fruit opportunities are not something worth investing energy in. But just as Hard Trends and Soft Trends are both very much vital to low-risk innovation and anticipatory thinking, so is the connection between everyday innovation and transformational innovation!
As the age-old saying goes, “Rome wasn’t built in a day.” Everyday innovations are integral stepping stones to something much bigger — transformational innovation. Everyday innovation is facilitated by influencing the Soft Trends that you can influence, which pre-solves problems that are part of a bigger Hard Trend that is certain to come. By partaking in everyday innovation, you are building toward that big transformational innovation moment!
Not long ago, we witnessed the progress from 4G to 5G because of one of the three digital accelerators I identified long ago: bandwidth. This jump was a revolutionary increase in bandwidth that is already exponentially changing the way we do business, as well as changing our personal lives!
With this increase to 5G speeds, how the Internet of Things advances regarding smart devices and connectivity dramatically increased with it, enhancing infrastructure systems and ultimately making our lives easier. But any Anticipatory Leader will tell you that living in the moment is only so lustrous. We all know what is coming next — 6G.
However, all of the little innovations along the way within the connectivity we have with 5G will enable you to really leverage the powers of 6G when the time comes. Plus, if you really think about it for a second, you cannot time travel ahead to the days of 6G with a brilliant, transformational innovation right off the bat, just as you cannot time travel backward and bring some 5G-based innovation with you to take the world by storm the day 5G debuted.
It is a Hard Trend future certainty that 6G and beyond will be here before we know it, and there will be a transformational innovation opportunity that comes once in a lifetime as a result. But leveraging what we have now with everyday innovation will get you to your goal much faster, among accomplishing other feats along the way that give your business or organization staying power.
Learning to leverage Hard Trends and Soft Trends, just as we learn to put our energy into everyday innovation just as much as transformation innovation, is not solely about being the first to something. It is about making a significant world for your business or organization to thrive in while ensuring your future as a business or organization.
The goal is to move to a consistent mindset of proactivity and to not have one that is solely reactive. Trying to bring transformational innovation to your business or organization is a way to be proactive, but we must learn to take the steps of everyday innovation that lead us there. By utilizing my Hard Trend Methodology, you make any type of innovation far more certain and low-risk than trying to react to the disruptions as you are dealt them.
And if you think about it, this brings you tremendous peace of mind as a leader at your business or organization. When you know what to expect and, moreover, how you can leverage it, you have far more control over your destiny, even in the most uncertain of times.
So be proactive, and always think critically about your industry and the world outside of it! Anticipate what is to come and encourage your employees to do the same, so they can pre-solve problems before they become detrimental issues and identify. In doing so, seek out everyday innovation opportunities and leverage them to your advantage now. Trust me, they will amount to something transformational.
Time is exactly the same for all of us. Some just make better use of their time than others! Many people are often confused by terms like “busy”, thinking that being busy is a good thing. Well, there is a HUGE difference in being “busy” and being productive! They are NOT the same thing, not by a mile. The major difference is that “busy” people tend to have little to no structure in their day and their lives seem to just merge one day into another. They create no differentiation from day to day, so they all just seem to run together. Also true, is that “busy” people tend to be highly reactive and bounce from one “urgent” issue after another. But unless you are working in the emergency room of a hospital, very few people find any real satisfaction being in a reactive mode all the time. The simple facts are proactive people tend to be significantly more productive than reactive people. Proactive people can focus tasks more clearly and provide a better customer experience than those that are bouncing around trying to figure out what they need to be doing next.
The best way I have found to transition from being busy and reactive to becoming productive and proactive is by scheduling! Understand that as an originator you have three main tasks to each day; Prospecting for new opportunities, processing those opportunities that are presented to you, and managing the communications of the first two. The more you layout your workday, week, month, and year, the faster you can learn to place all the proper tasks into the appropriate place in your schedule. When you do this, you can always relax and focus on what you are doing instead of worrying about what you are missing because you know your activities are scheduled and exactly where and when all the things you need to be doing will get done!
Scheduling is about taking control of your time and helps you execute your plan and complete your intensions, at the same time allows you to adapt to opportunities and outside influences as they appear. You can schedule your way to success if you just make the commitment to improve your life and your business by being intentional about what you do and when you do it.
If you have any questions about this or any other questions about the prior topics discussed in these four business planning sessions for 2024, please just reach out: This email address is being protected from spambots. You need JavaScript enabled to view it.
New listings have posted their first annual increase since July 2022 as some sellers tire of waiting for mortgage rates to come down and others worry that prices will decline
New listings of homes for sale rose 0.3% from a year earlier during the four weeks ending October 22—a small increase, but the first since July 2022. That’s according to a new report from Redfin (redfin.com), the technology-powered real estate brokerage..
More homeowners are putting their homes on the market as mortgage rates remain elevated near 8%. Some sellers are accepting that rates are unlikely to meaningfully decline anytime soon and finally parting with their relatively low rates, while others are nervous tepid demand could cause home prices to fall if they wait any longer. It’s also worth noting that new listings were falling fast at this time last year as mortgage rates rose.
Buyers are welcoming even a small uptick in listings after nearly a year and a half of declines. Although many homebuyers are staying on the sidelines, with mortgage-purchase applications down 2% week over week to their lowest level in nearly 30 years, some house hunters are out there. Pending home sales posted their smallest annual decline in a year and a half (though that’s partly because pending sales were dropping at this time last year).
“Some people are selling right now because they’re concerned home values will go down, though that’s definitely not a foregone conclusion,” said Ali Mafi, a Redfin Premier agent in San Francisco. “Others are noticing an uptick in demand and testing the waters. My best advice for homeowners who are selling right now is to be realistic: Even though there are a few more buyers out there, this isn’t 2021. Price your home fairly so it will sell as fast as possible.”
Buyers’ budgets continue to take a hit with prices rising in much of the country and persistently high mortgage rates. Declining affordability has led to price adjustments: Roughly 7% of U.S. homes for sale had a price drop during the four weeks ending October 22, on average, the highest share on record.
Leading indicators
Indicators of homebuying demand and activity |
||||
Value (if applicable) |
Recent change |
Year-over-year |
Source |
|
Daily average 30-year fixed mortgage rate |
7.98% (Oct. 25) |
Down from 8% a week earlier, but still near its highest level in 23 years |
Up from 7.29% |
Mortgage News Daily |
Weekly average 30-year fixed mortgage rate |
7.63% (week ending Oct. 19) |
Highest level in 23 years |
Up from 6.94% |
Freddie Mac |
Mortgage-purchase applications (seasonally adjusted) |
Down 2% from a week earlier (as of week ending Oct. 20) |
Down 22% to its lowest level in nearly 30 years |
Mortgage Bankers Association |
|
Redfin Homebuyer Demand Index (seasonally adjusted) |
Unchanged from a month earlier (as of the week ending Oct. 22) |
Up 4% |
Redfin Homebuyer Demand Index, a measure of requests for tours and other homebuying services from Redfin agents |
|
Google searches for “home for sale” |
Down 12% from a month earlier (as of Oct. 21) |
Down 12% |
Google Trends |
Key housing-market data
U.S. highlights: Four weeks ending October 22, 2023 Redfin’s national metrics include data from 400+ U.S. metro areas, and is based on homes listed and/or sold during the period. Weekly housing-market data goes back through 2015. Subject to revision. |
|||
Four weeks ending October 22, 2023 |
Year-over-year |
Notes |
|
Median sale price |
$369,975 |
3.1% |
Prices are up partly because elevated mortgage rates were hampering prices during this time last year |
Median asking price |
$384,375 |
5.4% |
Biggest increase in a year |
Median monthly mortgage payment |
$2,738 at a 7.63% mortgage rate |
10% |
$5 shy of all-time high set a week earlier |
Pending sales |
70,325 |
-7.3% |
Smallest decline since April 2022, partly because pending sales fell rapidly at this time in 2022 |
New listings |
81,104 |
0.3% |
First increase since July 2022 |
Active listings |
841,697 |
-12% |
Smallest decline since July |
Months of supply |
3.5 months |
+0.2 pts. |
Highest level since February 4 to 5 months of supply is considered balanced, with a lower number indicating seller’s market conditions. |
Share of homes off market in two weeks |
38.3% |
Up from 35% |
|
Median days on market |
33 |
-3 days |
|
Share of homes sold above list price |
29.8% |
Up from 28% |
|
Share of homes with a price drop |
6.8% |
+0.1 pt. |
Record high |
Average sale-to-list price ratio |
99.1% |
+0.3 pts. |
Metro-level highlights: Four weeks ending October 22, 2023 Redfin’s metro-level data includes the 50 most populous U.S. metros. Select metros may be excluded from time to time to ensure data accuracy. |
|||
Metros with biggest year-over-year increases |
Metros with biggest year-over-year decreases |
Notes |
|
Median sale price |
West Palm Beach, FL (13.1%) Newark, NJ (13%) Anaheim, CA (12.2%) New Brunswick, NJ (11.4%) San Jose, CA (11%) |
Austin, TX (-5.9%) Fort Worth, TX (-2.2%) Houston, TX (-1.6%) San Antonio, TX (-1.6%) Tampa, FL (-1.3%) Portland, OR (-1.2%) Phoenix (-0.4%) |
Declined in 7 metros |
Pending sales |
West Palm Beach, FL (9.8%) Orlando, FL (7.5%) Jacksonville, FL (3.7%) Fort Lauderdale, FL (2.6%) Cleveland, OH (1.2%) |
Portland, OR (-21.2%) Sacramento, CA (-18.7%) Virginia Beach, VA (-18.3%) Newark, NJ (-16.6%) Atlanta (-16.4%) |
Declined in all but 7 metros |
New listings |
Orlando, FL (18.7%) West Palm Beach, FL (13.7%) Miami, FL (13.6%) Jacksonville, FL (11.4%) Fort Lauderdale, FL (11.3%) |
Atlanta (-24.9%) Portland, OR (-14.5%) Nashville, TN (-13.2%) Columbus, OH (-12.7%) Chicago (-12.1%) |
Increased in 14 metros (5 biggest increases all in Florida) |
To view the full report, including charts, please visit:
https://www.redfin.com/news/housing-market-update-new-listings-increase
New listings inched up as some homeowners opted to cash out, fearing that elevated mortgage rates could drive a drop in home prices
New listings climbed 1.4% month over month in September, the largest increase since February 2022 on a seasonally adjusted basis, according to a new report from Redfin (redfin.com), the technology-powered real estate brokerage. That’s a glimmer of relief for homebuyers, who for months have been waiting for more homes to hit the market.
“A lot of Americans are sitting on piles of money in their homes, and some are opting to cash out even if it means giving up their low mortgage rate; they’re worried there’s a possibility home prices will fall if rates remain elevated. We expect rates to remain high for the foreseeable future,” said Redfin Chief Economist Daryl Fairweather. “But we also expect prices to stay high into next year. Housing supply is so strained that even a small uptick in listings lures buyers off the sidelines, bolstering sales.”
Still, new listings dropped 8.9% on a year-over-year basis in September and remained far below pre-pandemic levels. That’s because mortgage rates hit the highest level in more than two decades, with the average weekly 30-year-fixed rate clocking in at 7.2%. It has since moved even higher, last week hitting a weekly average of 7.63%, and 8% on a daily basis.
The overall supply of homes for sale (active listings) rose 1.9% month over month in September on a seasonally adjusted basis, the largest gain since last summer. But active listings fell 16.9% from a year earlier and remained near the lowest level on record as homeowners continued to feel locked in to their low mortgage rates.
September 2023 Highlights: United States
September 2023 |
Month-Over-Month Change |
Year-Over-Year Change |
|
Median sale price |
$412,081 |
-2% |
1.9% |
Pending sales, seasonally adjusted |
390,251 |
1.3% |
-12.1% |
Homes sold, seasonally adjusted |
404,229 |
-1.5% |
-12.8% |
New listings, seasonally adjusted |
475,280 |
1.4% |
-8.9% |
All homes for sale, seasonally adjusted (active listings) |
1,347,701 |
1.9% |
-16.9% |
Months of supply |
2.5 |
0.4 |
0 |
Median days on market |
33 |
2 |
1 |
Share of for-sale homes with a price drop |
18.8% |
1.3 ppts |
-1.7 ppts |
Share of homes sold above final list price |
33.3% |
-3 ppts |
1.2 ppts |
Average sale-to-final-list-price ratio |
99.6% |
-0.3 ppts |
0.3 ppts |
Pending sales that fell out of contract, as % of overall pending sales |
16.3% |
1.1 ppts |
0.6 ppts |
Average 30-year fixed mortgage rate |
7.20% |
0.13 ppts |
1.09 ppts |
Pending Home Sales Tick Up, But Deals Fall Through at the Highest Rate in Almost a Year
Pending home sales rose 1.3% month over month to the highest level in nearly a year on a seasonally adjusted basis as more listings hit the market. They were down 12.1% from a year earlier.
But while pending sales—the number of homes going under contract—improved in September, closed sales fell to the lowest level since the onset of the pandemic. They dropped 1.5% from a month earlier and 12.8% from a year earlier on a seasonally adjusted basis.
Pending sales ticking up and closed sales ticking down can be explained partly by a high portion of buyers backing out of contracts due to rising mortgage rates. Roughly 53,000 U.S. home-purchase agreements were canceled in September, equal to 16.3% of homes that went under contract that month—the highest percentage since October 2022, when mortgage rates surpassed 7% for the first time in two decades. That compares with 15.2% a month earlier and 15.8% a year earlier.
“Buyers are extra cautious right now. They want to make sure they’re getting a good deal given how much mortgage payments have gone up, and when they don’t feel like they’re getting a good deal, they’re backing out,” said Heather Kruayai, a Redfin Premier Agent in Jacksonville, FL, which saw the second highest rate of deal cancellations among the major metros Redfin analyzed. “Transactions are also falling apart due to skyrocketing insurance premiums and disagreements between buyers and sellers over necessary repairs. Overall, buyers hold a lot of the cards right now, and sellers are having to give out more concessions to close the deal.”
Prices Continue to Climb as Lack of Supply Creates Competition
The median U.S. home sale price rose 1.9% year over year to $412,081 in September, and fell 2% from a month earlier—typical for this time of year.
Activity in the housing market is sluggish due to high mortgage rates, but prices remain near their record high because the buyers who are out there are competing for a limited number of homes.
Nearly two of every five homes (37.4%) that went under contract in September did so within two weeks, up from 32.6% a year earlier—a sign of homebuyer competition. Starter homes are particularly competitive right now, Redfin agents say, because housing affordability has fallen so dramatically.
Metro-Level Highlights: September 2023
To view the full report, including charts, tables, a metro-level breakdown and methodology, please visit: https://www.redfin.com/news/housing-market-tracker-september-2023
Attracting and retaining the best employees are two completely different concepts. Hiring the best is usually a streamlined process of seeking out the most qualified and skilled individuals and getting them to view your organization as a positive workplace to be in.
But after hiring is complete, it is their turn to interview you, in a way. They finally get to see what is behind the front door at your organization. Hiring the best employee for the job is one thing, but retaining the best employee for the job is a whole other arena in the business world.
Yes, each of these instances may be difficult, but it is arguable that retention has become the bigger of the challenges.
During the COVID-19 pandemic of 2020, we experienced what is now known as “the Great Resignation.”
On the surface, thousands upon thousands of employees left their jobs for various reasons. But one of the most pervading feelings behind many resigning from their roles was that those individuals took a defining moment in human history, a global pandemic, to search for something offering more personal fulfillment.
Recruiting, training, and benefits can cost $1,500 per employee turnover — a hefty chunk of change if you consider how many employees were exiting their roles during 2020. Retaining employees has now become more crucial than ever to many companies across industries.
A recent study found that the top tenured organizations include HSBC Bank and Neutrogena, with an average 10.2 years worker retention. Some of us cannot fathom top-notch employees staying around that long! So what is their secret?
No one sets out as a business leader to replace team members every year. We all want to keep our best-performing workers, so it is crucial that business leaders understand there is more to employee retention than money.
The question you are likely asking yourself is: If we are an Anticipatory Organization®, how will this ensure our top employees stay on our payroll?
Futureview.
The term “Futureview” is one I coined some 30 years ago as a fundamental component of the Anticipatory Organization Model. If you are new to my blogs and new to the concept of an aligned Futureview, let me explain:
Futureview is a vivid mental picture each of us holds of our future existence, both personal and professional. It is not a goal or plan — it is the actual image in your mind, good or bad, of what is to come.
Every individual at a business or organization has their own Futureview. Your Futureview is incredibly powerful, as it controls the decisions you choose to make and the actions you forego. We need to analyze what our Futureview actually is, as a positive one can be leveraged as a powerful strategic tool that allows us to take control of the future.
When employees have a positive Futureview about where your organization is heading and their place in it, they are more likely to choose to stay and contribute to the good of the organization and everyone in it. Conversely, when they have a negative Futureview and feel as though the company is headed in a bad direction, morale declines and they begin to hunt for other positions for their own security.
It is your job as a C-suite executive, business leader, or manager to unite the Futureview of your employees as part of your organization! This alignment to a positive Futureview is not an easy task and requires critical thinking, but it is very possible.
Below are some steps to how you can establish a positive Futureview for your employees:
A positive, united Futureview is pervasive. This mindset naturally spreads to those around us at your organization. Do you yourself have a positive attitude about the future or a pessimistic, negative one? Do you see the future as filled with opportunity and abundance? Or is what you see in front of you one of disruption and insurmountable challenges?
You cannot retain quality employees by being a negative leader. So the first step in retaining employees is to first get your own priorities in order. Analyze your own Futureview and make sure it is a positive one. This is a vital steppingstone that allows you to open your workers’ eyes to the bright future you believe in.
Are compensation and benefits important? Absolutely! Everyone needs to pay the bills. But is that all you have to offer? Not by a long shot! Employees need more than just money to feel fulfilled and satisfied.
It is human nature to seek validation, to want to feel heard and seen, and to want to be recognized for our achievements. In addition to competitive salaries, retaining employees means aligning them with a sense of purpose, a reason to want to come to work, and giving honest feedback to let them know that their work has made a difference.
We all know those businesses that have had success in the past or that have found quick success, relying on that success for years until they became complacent and then fell behind. Nokia, Kmart, Blockbuster, and others always come to mind. To keep moving into the future and have your employees moving with you, you need to leave the legacy mindset and behavior in the past.
Trying to cling to the “glory days” often leads to a disconnected and disjointed company Futureview. So instead, encourage anticipatory thinking among all of your employees and various managers! Incentivize them to pre-solve predictable problems using my Hard Trend Methodology, and foster a culture of innovation in which everyone contributes and is a stakeholder.
Believe it or not, many companies inadvertently reward counterproductive behavior. They reward knowledge hoarding, an every-person-for-themselves attitude, and chances to showboat. This leads to the breakdown of a team and fosters selfish mindsets. We have witnessed this time and again in sports teams built around one player who then goes down with an injury.
Don’t foster a culture of competition. Retaining employees involves creating dynamic reward systems based on sharing interdepartmental knowledge, having loyalty, embracing creativity, and meaningful advances in wisdom. Incentivize collaboration by teaching the importance of employee contribution. Proper incentives are a crucial asset in innovation.
These four steps are foundational moves that you can make to align your organization’s Futureview and demonstrate to all employees that you truly value them. Let me be frank once more: Larger salaries do help employees of all levels cover their living expenses adequately. But remember: They can get paid anywhere. They may feel they do not have purpose just anywhere, though!
Employees are strategic assets to the success and significance of an organization, so make sure you find a way to help them be significant in their role!
Connecting creates opportunities. Failing to connect leads to failure. Connecting incorrectly is worse than not connecting at all, because it leads you to believe you are doing something of value but are wasting valuable time. As part of business planning for 2024 it is important to look at how you are connecting with people as well as the people you are connecting with. Here are some simple things to look at:
Your business relies on connecting with people and by providing exceptional value in the process. The quality of the service is often judged by the quality of the experience. The quality of that experience is often dependent upon how much value those around you feel you represent. Your business plan for 2024 must be connection and value driven. People are attracted to quality and value, especially when making life changing choices. Be that professional that provides exceptional value through an exceptional customer experience and surrounding yourself with others that do the same.
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Existing-home sales faded in September, according to the National Association of Realtors®. Among the four major U.S. regions, sales rose in the Northeast but receded in the Midwest, South and West. All four regions registered year-over-year sales declines.
Total existing-home sales[i] – completed transactions that include single-family homes, townhomes, condominiums and co-ops – waned 2.0% from August to a seasonally adjusted annual rate of 3.96 million in September. Year-over-year, sales dropped 15.4% (down from 4.68 million in September 2022).
“As has been the case throughout this year, limited inventory and low housing affordability continue to hamper home sales,” said NAR Chief Economist Lawrence Yun. “The Federal Reserve simply cannot keep raising interest rates in light of softening inflation and weakening job gains.”
Total housing inventory[ii] registered at the end of September was 1.13 million units, up 2.7% from August but down 8.1% from one year ago (1.23 million). Unsold inventory sits at a 3.4-month supply at the current sales pace, up from 3.3 months in August and 3.2 months in September 2022.
The median existing-home price[iii] for all housing types in September was $394,300, an increase of 2.8% from September 2022 ($383,500). All four U.S. regions posted price increases.
“For the third straight month, home prices are up from a year ago, confirming the pressing need for more housing supply,” Yun said.
REALTORS® Confidence Index
According to the REALTORS® Confidence Index, properties typically remained on the market for 21 days in September, up from 20 days in August and 19 days in September 2022. Sixty-nine percent of homes sold in September were on the market for less than a month.
First-time buyers were responsible for 27% of sales in September, down from 29% in August 2023 and September 2022. NAR’s 2022 Profile of Home Buyers and Sellers – released in November 2022[iv] – found that the annual share of first-time buyers was 26%, the lowest since NAR began tracking the data.
All-cash sales accounted for 29% of transactions in September, up from 27% in August and 22% in September 2022.
Individual investors or second-home buyers, who make up many cash sales, purchased 18% of homes in September, up from 16% in August and 15% one year ago.
Distressed sales[v] – foreclosures and short sales – represented 1% of sales in September, unchanged from last month and the previous year.
Mortgage Rates
According to Freddie Mac, the 30-year fixed-rate mortgage averaged 7.57% as of October 12. That’s up from 7.49% the previous week and 6.92% one year ago.
Single-family and Condo/Co-op Sales
Single-family home sales slipped to a seasonally adjusted annual rate of 3.53 million in September, down 1.9% from 3.6 million in August and 15.8% from the prior year. The median existing single-family home price was $399,200 in September, up 2.5% from September 2022.
Existing condominium and co-op sales recorded a seasonally adjusted annual rate of 430,000 units in September, down 2.3% from August and 12.2% from one year ago. The median existing condo price was $353,800 in September, up 6.8% from the prior year ($331,300).
Regional Breakdown
Existing-home sales in the Northeast rose 4.2% from August to an annual rate of 500,000 in September, down 16.7% from September 2022. The median price in the Northeast was $439,900, up 5.2% from the prior year.
In the Midwest, existing-home sales declined by 4.1% from the previous month to an annual rate of 930,000 in September, down 18.4% from one year ago. The median price in the Midwest was $293,300, up 4.7% from September 2022.
Existing-home sales in the South dipped 1.1% from August to an annual rate of 1.82 million in September, a decrease of 11.7% from the previous year. The median price in the South was $360,500, up 3.1% from September 2022.
In the West, existing-home sales trailed off 5.3% from the previous month to an annual rate of 710,000 in September, down 19.3% from one year ago. The median price in the West was $606,100, up 1.8% from September 2022.
“The Northeast posted the strongest price gain resulting from higher demand coupled with inventory falling by 20%,” Yun said. “The West experienced softer price growth reflecting a pause after years of unsustainable and rapid price increases, especially in the Rocky Mountain region.”
[i] Existing-home sales, which include single-family, townhomes, condominiums and co-ops, are based on transaction closings from Multiple Listing Services. Changes in sales trends outside of MLSs are not captured in the monthly series. NAR benchmarks home sales periodically using other sources to assess overall home sales trends, including sales not reported by MLSs.
Existing-home sales, based on closings, differ from the U.S. Census Bureau’s series on new single-family home sales, which are based on contracts or the acceptance of a deposit. Because of these differences, it is not uncommon for each series to move in different directions in the same month. In addition, existing-home sales, which account for more than 90% of total home sales, are based on a much larger data sample – about 40% of multiple listing service data each month – and typically are not subject to large prior-month revisions.
The annual rate for a particular month represents what the total number of actual sales for a year would be if the relative pace for that month were maintained for 12 consecutive months. Seasonally adjusted annual rates are used in reporting monthly data to factor out seasonal variations in resale activity. For example, home sales volume is normally higher in the summer than in the winter, primarily because of differences in the weather and family buying patterns. However, seasonal factors cannot compensate for abnormal weather patterns.
Single-family data collection began monthly in 1968, while condo data collection began quarterly in 1981; the series were combined in 1999 when monthly collection of condo data began. Prior to this period, single-family homes accounted for more than nine out of 10 purchases. Historic comparisons for total home sales prior to 1999 are based on monthly single-family sales, combined with the corresponding quarterly sales rate for condos.
[ii] Total inventory and month’s supply data are available back through 1999, while single-family inventory and month’s supply are available back to 1982 (prior to 1999, single-family sales accounted for more than 90% of transactions and condos were measured only on a quarterly basis).
[iii] The median price is where half sold for more and half sold for less; medians are more typical of market conditions than average prices, which are skewed higher by a relatively small share of upper-end transactions. The only valid comparisons for median prices are with the same period a year earlier due to seasonality in buying patterns. Month-to-month comparisons do not compensate for seasonal changes, especially for the timing of family buying patterns. Changes in the composition of sales can distort median price data. Year-ago median and mean prices sometimes are revised in an automated process if additional data is received.
The national median condo/co-op price often is higher than the median single-family home price because condos are concentrated in higher-cost housing markets. However, in a given area, single-family homes typically sell for more than condos as seen in NAR’s quarterly metro area price reports.
[iv] Survey results represent owner-occupants and differ from separately reported monthly findings from NAR’s REALTORS® Confidence Index, which include all types of buyers. The annual study only represents primary residence purchases, and does not include investor and vacation home buyers. Results include both new and existing homes.
[v] Distressed sales (foreclosures and short sales), days on market, first-time buyers, all-cash transactions and investors are from a monthly survey for the NAR’s REALTORS® Confidence Index, posted at nar.realtor.
Last week we spoke about the limited time left to get deals in that will close and get you paid this year. It is part of the overall business planning process I work my people through so they can close out the year strong and be building into the next year as they complete the current year. Last week we looked at where our opportunities have come from this year. We also were looking into how many files were completed, scheduled to close, under contract, as well as the total number of preapprovals we have in our queue, both active and dormant.
This week we need to take a good look at where those opportunities are coming from this past year, the past six months, and the past three months. Referral partners can ebb and flow with opportunities, sometimes it’s just the way things go, but other times there are real reasons they have increased or declined in those opportunities. We also want to look at our own activities from both consumer direct and the marketing efforts of our own databases. What have we done? When did we do it? What was the return for having done it? How long did it take to see a return?
This information may or may not be surprising, but likely there are a few things you can learn from this exercise that can lead making a push at those kinds of activities again before the year ends; or know that these things are valuable to our annual efforts, or maybe need to be replaced? The data is what the data is; you need to make choices based upon what you have done in your market, and to track the results to either keep, adjust, or replace that activity!
We also have seen the markets trying to digest the jobs report from last week, war in the Middle East, the inflation reports from both yesterday and this morning, along with this week’s initial jobless claims and continuing claims. All these things can cause reactions in the markets and impact mortgage rates both up and down. You need to be aware of these things as they happen so you can answer questions your clients and referral partners ask you.
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We have all heard that the key to becoming a successful business is effective communication and collaboration, but do we really know what that means? Unfortunately for many business leaders, they believe they do. But the reality is they actually struggle with the concept.
Back in 2013, the CEO of Yahoo! announced via memo that employees would no longer be able to work remotely and must come back into the office from Monday through Friday. Revoking the remote environment was done under the assumption that getting employees back in the office would increase collaboration and company culture.
However, the plan backfired. Instead of it boosting morale, employees felt pressure to either quit if they wanted to continue working remotely or relocate if they wanted to keep their job. As a result, the entire company suffered due to its leadership’s poor communication technique.
The thing about communication and collaboration is that they are closely intertwined — you cannot have one without the other. To build a stronger team and an overall stronger company, business leaders need to begin with fostering a culture of effective communication. Once you have communication, you are more likely to build the trust that allows collaboration to thrive.
There are many challenges that affect efficient teamwork: the absence of team identity, inability to resolve conflicts, lack of participation, lack of creativity, difficulty making decisions, and the unwillingness or inability to consider alternative ideas or approaches. When you break these challenges down to their building blocks, they all tend to stem from one core weakness: the inability to communicate and do so effectively.
Communicating involves far more than just informing others. This is a concept that many business leaders tend to misunderstand. To inform is to be static, where information is passed along from one person to another without much interaction. It is a one-way conversation.
On the other hand, effective communication flows in both directions as a dynamic, two-way conversation. It leads to enhanced engagement as you hear as much as you speak. Teams that foster a culture of effective communication receive different perspectives, gain alternative answers to obstacles, and can make better decisions that lead to better results.
As a team leader, it is your responsibility to ensure that all perspectives of your team are heard and considered. When you do this, your team will feel as though they have been listened to and be more inclined to offer up ideas. This creates a stronger and more engaged unit that can then build a bridge to a world of positive disruption from the inside out.
Many organizations fail to differentiate between collaboration and cooperation. These two things are drastically different.
Cooperation, whether it be by a business leader or an entry-level employee, is actually a principle based on scarcity. People cooperate because they have to, because they see themselves as a lone individual who needs to defend their share of the economic pie instead of as a part of a unified whole who all benefit from decisions made.
While cooperation is a lonely environment that lacks team identity, collaboration is a principle based in abundance. People collaborate because they want to, not because they have to, and because they see the opportunity a leader sees. They understand that by working together as a team, they can create a bigger economic pie that benefits all. To collaborate is to be inclusive and expansive.
Is putting the focus on collaboration as opposed to cooperation difficult? It can be, but it is all tied to effective communication. When you are simply informing, you are limiting interaction to being one-sided. Yahoo! telling employees to come back to the office “or else” without any alternative perspective is making them cooperate and thus leading them to believe there is no team mentality there.
But when you are communicating, you are encouraging a collaborative environment where everyone is working toward the same end that will lead to abundance for all. Yahoo! giving employees the option to stay remote if, based on research, their productivity was through the roof would only lead to innovation and progress for their department and the organization overall.
With effective communication that leads to collaboration, the benefits can and will go beyond the department, the organization, or even the industry. Believe it or not, you can and should collaborate with those whom you perceive to be your competition as well!
With powerful strategic alliances come pooled resources, shared skill, and creativity for either greater profit for all or for the greater good. This makes your organization move into a realm of significance rather than simple success, a mindset that gives you longevity.
We often see organizations and brands coming together to form new products and services to bring to the marketplace. Frito-Lay and Taco Bell formed the Doritos Locos Taco in 2012. Taco Bell hired 15,000 employees just to keep up with demand for that specific product! Even GM and Ford are currently collaborating to bring a new automated transmission for increased vehicle performance and fuel economy to the marketplace.
Rooted in more than just financial gain, collaboration efforts can also be focused on the greater good of society. During the coronavirus pandemic, Google and Apple joined forces to produce contact-tracing technology that notifies users when they have been in contact with someone who has been infected with COVID-19, in an effort to reduce exposure risk.
While typically, businesses are in fierce competition with others in their industry, protecting their vested interests, their customers, and their market share, it is important to evaluate them for not just how you can stay ahead of the game, but also for how you can benefit from strategic collaboration and working together.
Whether you are trying to better communicate and collaborate with team members internally or outside of your industry, it is always important to lead by example. Set your tone as an active listener. Use your body language, your tone of voice, and your words appropriately. Ask for input, ask for ideas, and encourage discussion. Also, do not be afraid to ask for contradictory opinions.
Once the communication channels are open, collaboration will inevitably follow, and there will be so much room for innovation with a united Futureview®!
According to a recent Redfin report: New listings have inched up this fall, giving the buyers who remain in the market a few more homes to choose from. But many buyers are retreating as mortgage rates stay elevated.
New listings of U.S. homes for sale have ticked up 2% since the start of September, and listings haven’t fallen as much from summer to fall as they typically do. That’s according to a new report from Redfin (redfin.com), the technology-powered real estate brokerage.
What home sellers are doing: A few more homeowners are putting their homes on the market, despite being locked into relatively low mortgage rates. The total number of homes for sale is down 14% from a year earlier during the four weeks ending October 8, but that’s the smallest decline since July.
Advice for sellers: Take advantage of still-rising prices; the median sale price is up 3% year over year despite low demand. But with the share of for-sale homes with a price drop at its highest level in nearly a year and high mortgage rates cutting into buyers’ budgets, be mindful of setting a fair price. Redfin agents in some parts of the country report that many move-in ready, fairly priced homes are selling quickly.
What homebuyers are doing: Retreating as mortgage rates sit near their highest level in more than two decades and the median U.S. monthly mortgage payment approaches $3,000. Mortgage-purchase applications inched up slightly this week, but they’re still near their lowest level in nearly 30 years, and Redfin’s Homebuyer Demand Index—which measures tour requests and other early-stage demand signals—dropped to its lowest level in nearly a year.
Advice for buyers: All hope is not lost for people who want to buy a home soon. Even though mortgage rates are likely to remain elevated, buyers on the fence may consider jumping into the market when there’s a small reprieve: Along with the small uptick in new listings to choose from, daily average rates have come down some from the peak they reached last week. “Despite last week’s hotter-than-expected jobs report, rates have fallen after the Fed signaled this week that it is unlikely to hike interest rates again and war broke out in Israel,” said Redfin Economic Research Lead Chen Zhao. “Buyers should also remember that the average mortgage rate in the news is just that: an average. Many buyers can secure a lower rate by shopping around; the difference between rates among lenders is bigger when rates are higher. Buying down a mortgage rate is always an option, too.”
Leading indicators
Indicators of homebuying demand and activity |
||||
Value (if applicable) |
Recent change |
Year-over-year change |
Source |
|
Daily average 30-year fixed mortgage rate |
7.6% (Oct. 11) |
Down from last week’s two-decade peak of 7.81% |
Up from 7.1% |
Mortgage News Daily |
Weekly average 30-year fixed mortgage rate |
7.49% (week ending Oct. 5) |
Highest level in over 2 decades |
Up from 6.7% |
Freddie Mac |
Mortgage-purchase applications (seasonally adjusted) |
Up 1% from a week earlier (as of week ending Oct. 6) |
Down 19% |
Mortgage Bankers Association |
|
Redfin Homebuyer Demand Index (seasonally adjusted) |
Down slightly from a month earlier (as of the 4 weeks ending Oct. 8) to its lowest level in nearly a year |
Down 5% |
Redfin Homebuyer Demand Index, a measure of requests for tours and other homebuying services from Redfin agents |
|
Google searches for “home for sale” |
Down 12% from a month earlier (as of Oct. 7) |
Down 12% |
Google Trends |
Key housing-market data
U.S. highlights: Four weeks ending October 8, 2023 Redfin’s national metrics include data from 400+ U.S. metro areas, and is based on homes listed and/or sold during the period. Weekly housing-market data goes back through 2015. Subject to revision. |
|||
Four weeks ending October 8, 2023 |
Year-over-year change |
Notes |
|
Median sale price |
$370,000 |
2.7% |
Prices are up partly because elevated mortgage rates were hampering prices during this time last year |
Median asking price |
$388,223 |
5.2% |
Biggest increase in a year |
Median monthly mortgage payment |
$2,736 at a 7.49% mortgage rate |
10% |
Just shy of the all-time high set a week earlier |
Pending sales |
73,943 |
-11.6% |
|
New listings |
81,964 |
-3.9% |
Smallest decline since July 2022, in part because new listings fell rapidly at this time in 2022 |
Active listings |
827,406 |
-14% |
Tied with the previous week for smallest decline in four months |
Months of supply |
3.2 months |
+0.2 pts. |
4 to 5 months of supply is considered balanced, with a lower number indicating seller’s market conditions. |
Share of homes off market in two weeks |
39.5% |
Up from 36% |
|
Median days on market |
32 |
-2 days |
|
Share of homes sold above list price |
30.7% |
Up from 30% |
|
Share of homes with a price drop |
6.8% |
+0.2 pts. |
Highest level in a year |
Average sale-to-list price ratio |
99.3% |
+0.3 pts. |
Metro-level highlights: Four weeks ending October 8, 2023 Redfin’s metro-level data includes the 50 most populous U.S. metros. Select metros may be excluded from time to time to ensure data accuracy. |
|||
Metros with biggest year-over-year increases |
Metros with biggest year-over-year declines |
Notes |
|
Median sale price |
Anaheim, CA (13.5%) San Jose, CA (11%) New Brunswick, NJ (10.5%) Providence, RI (10.2%) West Palm Beach, FL (9.9%) |
Austin, TX (-4.1%) San Antonio, TX (-2.5%) Houston, TX (-2.1%) Las Vegas (-0.9%) Dallas, TX (-0.6%) Fort Worth, TX (-0.5%) Phoenix (-0.4%) New York, NY (-0.4%) Portland, OR (-0.4%) |
Declined in 9 metros (in 6 of those metros, the decline was smaller that 1%) |
Pending sales |
West Palm Beach, FL (7.7%) Orlando, FL (5.5%) San Jose, CA (4.3%) |
New Brunswick, NY (-32.9%) New York (-32.9%) Portland, OR (-24.6%) Atlanta (-20.8%) Providence, RI (-20.7%) |
Declined in all but 3 metros |
New listings |
West Palm Beach, FL (17%) Orlando, FL (16%) Miami, FL (14.8%) Jacksonville, FL (11.3%) Fort Lauderdale, FL (10.2%) |
Atlanta (-26.9%) Anaheim, CA (-14.5%) Portland, OR (-13.5%) Newark, NJ (-13,4%) Seattle (-12.8%) |
Declined in all but 10 metros. 5 biggest increases all in Florida. |
To view the full report, including charts, please visit: https://www.redfin.com/news/housing-market-update-new-listings-tick-up
Joint proposal would reduce spread between mortgage rates, Treasury bonds
The Independent Community Bankers of America (ICBA), Community Home Lenders of America, and National Association of REALTORS today proposed a solution to reduce historically high long-term mortgage rates relative to long-term Treasury bonds. The groups’ plan would reduce the historically large spread between 30-year mortgage rates and 10-year Treasuries to promote homeownership affordability.
“With housing accounting for nearly 20% of the nation’s gross domestic product and affecting homeowners and renters nationwide, policymakers must act to promote housing affordability,” ICBA President and CEO Rebeca Romero Rainey said today. “ICBA and the nation’s community banks call on the administration to implement our plan to address lending challenges and mortgage-servicing impediments, which could support demand for mortgage-backed securities and reduce mortgage rates by an estimated 100 to 150 basis points.”
With the combination of high mortgage rates and low housing construction leading to historically unaffordable housing and hampering mortgage lending, the groups issued a joint letter to the White House and Treasury Department urging:
ICBA will continue working with policymakers to help ease nationwide housing affordability challenges to promote affordable housing for American homebuyers.
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