How Open-Minded Are You?

The Simple Language Shifts That Can Transform Leadership Conversations

If you’re a rainmaker leading a real estate team or a team leader focused on growth, you’re likely carrying a unique set of challenges.

You’re tasked with attracting the right agents—people who are both productive and culturally aligned. You’re responsible for retaining top performers who could easily be recruited elsewhere. You’re working to increase productivity without burning people out. And through it all, you’re trying to protect your own quality of life.

It’s a lot.

And most leaders in your position are searching for better strategies, stronger systems, and smarter tools to ease the pressure.

But what if one of the most effective solutions is simpler than you think? What if the words you choose in these conversations could either create resistance—or open the door to collaboration?

The truth is, language shapes outcomes. In my work with real estate leaders, I’ve found that one of the quickest ways to shift a conversation is to start with the words, “How open-minded are you…?”

This phrase, along with its companion, “Would you be open-minded to…?”, can transform the way people respond to you. They can change how potential recruits perceive opportunity. They can soften difficult conversations around performance. And they can create space for agents to make decisions confidently, instead of feeling pressured.

Let’s break down how you can begin using these phrases right away.

Start with Curiosity: How Open-Minded Are You?

When you lead with “How open-minded are you…?”, you signal that you’re not here to push. You’re here to explore. You’re giving people the freedom to consider something new without committing on the spot. This is an incredibly powerful way to reduce defensiveness and open the door to meaningful dialogue.

Consider this example in a recruiting conversation:

“How open-minded are you to exploring what a better fit could look like for you?”

It’s not asking for a decision. It’s not asking for a meeting. It’s simply asking whether they would consider looking at new possibilities. Most people see themselves as open-minded—and when asked directly, they rarely want to contradict that belief about themselves.

This language also works when you’re leading productivity conversations with your existing agents. For example:

“How open-minded are you to testing a new approach that could help you get more done with less stress?”

You’re not telling them they have to change. You’re inviting them to explore whether something else might work better.

When you lead with curiosity instead of command, you lower the stakes of the conversation and make it easier for people to lean in.

Guide with Permission: Would You Be Open-Minded To?

The second phrase, “Would you be open-minded to…?”, is a powerful tool for gently moving people toward action.

When someone has shown interest, or when you’ve built enough trust, you can use this phrase to suggest the next step without sounding pushy or directive.

In a retention conversation, you might ask:

“Would you be open-minded to sharing what’s most important to you in this next season?”

This creates a space for your agent to articulate what really matters to them—information you can use to align opportunities, address concerns, and strengthen your relationship.

Or, when coaching an agent through a growth opportunity, you might offer:

“Would you be open-minded to committing to one small change that could make a big difference?”

This phrasing invites them to make a choice, but it does so in a way that respects their autonomy and emphasizes partnership.

Why This Language Works

Both of these phrases operate on the same principle: they tap into a person’s natural desire to see themselves as open, flexible, and growth-oriented.

When you ask someone if they’re open-minded, you’re appealing to their identity. Very few people want to say no to that question. It would require them to admit, out loud, that they’re closed off to new ideas.

This language also removes the pressure that often derails leadership conversations. Instead of issuing directives or chasing decisions, you’re offering possibilities. You’re creating space for people to move themselves forward.

And that’s where the most effective leadership happens—not in pushing people toward outcomes, but in guiding them to choose outcomes that align with their own goals.

A Practical Shift You Can Make This Week

Here’s something to consider: How open-minded are you to trying these phrases in your conversations this week?

Whether you’re recruiting, coaching, or working to retain your top agents, experiment with starting the dialogue in a way that invites curiosity and preserves choice.

Notice how people respond. Pay attention to whether the conversation feels more collaborative, more natural, and less like you’re trying to convince someone of something.

Leadership conversations don’t need to be hard. Sometimes they just need the right words.

I’d love to hear what you notice when you put this into practice.

Keep leading. Keep growing.

Chris Ruszkiewicz