I’ve often been questioned by Peter. As a member of Leaders Inc for over 10 years, his probing questions that result in a realisation of “actually what I’m doing doesn’t make sense”, have helped me a huge amount. So having the opportunity to turn the tables and ask a few questions of my own was an opportunity I wasn’t going to miss.

In a recent episode of the Estate Agency Leaders podcast, I had the pleasure of sitting down with Peter Knight, a man often described as the original estate agency influencer.

If you want to listen to the full conversation, it’s available here on Spotify.

With over 15 years of friendship and professional collaboration between us, our conversation delved deep into the evolution of the industry, the psychology of leadership, and the critical importance of the market appraisal. Peter’s journey began in the 1980s, a period he recalls as a “fantastic era” for estate agents, defined by power suits, long lunches, and massive cars. He rose from a trainee at Samuel Rain’s to the Group Managing Director of Jackson Property Services, eventually overseeing 120 branches for Halifax Property Services. Today, as the Creative Director at Leaders Inc., he remains a driving force in the sector, helping business owners navigate an increasingly complex landscape.

The Evolution of the Marketing Appraisal

One of the most profound shifts Peter highlighted is the changing nature of the marketing appraisal. In his early days, an agent’s primary value lay in proprietary knowledge—having access to sold price data that the public simply didn’t. “Today,” Peter notes, “a homeowner has access to at least as much, maybe even more, information than an estate agent does”.Because information has been democratized, the agent’s role has evolved from a “surveyor-type valuer” to a “presenter-led” marketing expert. Success now hinges on high-profile, high-energy individuals who can communicate enthusiastically and persuasively.

Peter argues that the industry is still recruiting for the wrong things, often promoting people based on their skills as a “neg” rather than their ability to market effectively.

Solving the Talent and Fee Crisis

A central theme of our discussion was the erosion of fees and its impact on talent. In the 1980s, Peter’s firm operated with an average fee of 2.75%. Today’s average is significantly lower, leading to what Peter describes as “underpaid people who have not been properly trained or developed” competing solely on price.The solution? A relentless focus on increasing “revenue per listing”. By providing additional services like financial advice and conveyancing, and utilizing innovative models like upfront fees, agents can justify higher commissions. This increased revenue allows business owners to hire “elite forces” for the frontline—high-quality listers who are essentially self-funding because of the premiums they command.

The Psychology of Leadership: Enneagrams and “Category 5” Leaders

Peter is a deep student of the Enneagram, an ancient personality categorization tool. He identifies as an “Eight”—a natural leader and driver who, at his best, makes things happen with incredible focus. However, he is also keenly aware of the “downward spiral” of this type, which can manifest as bullying or self-centeredness.This self-awareness is a hallmark of what Jim Collins calls a “Category 5” leader—someone who possesses a unique blend of hunger and humility. Peter cited Carl Judd of Ashton’s as a prime example of this. While many successful people lose their humility and become arrogant, the best leaders remain perpetually hungry and grounded, never believing they are quite as good as they actually are.

Lessons from Roger Federer and the Power of Coaching

To illustrate the importance of continuous improvement, Peter shared a fascinating story from when he rented his Wimbledon home to Roger Federer. Even at the peak of his career, Federer stayed with three coaches and spent his mornings reviewing footage of his practice sessions.”The greatest tennis player of all time was investing in being coached and trained every single day,” Peter observed. In contrast, many estate agents stop their formal learning years into their careers, relying on “doing their stuff” rather than applying focused attention to their craft. He recommends that agents record their marketing appraisals to identify the unconscious language patterns that may be holding them back.

Macro, Micro, and the Middle

Looking ahead to 2026 and beyond, Peter’s advice for SME business owners is to master the “macro” and the “micro” while getting out of the way in the middle. This means setting clear, big-picture goals and drilling down into the tiny details—the wording of a social media post or the tone of a follow-up email—but allowing the team the autonomy to execute in between.Ultimately, the most successful agencies are those led by owners who are “diligent around the little details” and never satisfied with the status quo. As Peter eloquently put it, “Everything means nothing if the execution isn’t brilliant”. By focusing on elite talent, continuous training, and the “little details” that make a big difference, estate agents can thrive in any market.

You can find