Janice Myers on stage at the 2024 AGM in Ottawa (supplied) 

​​On a fall morning in Ottawa, Janice Myers stood before a ballroom filled with industry leaders from across Canada. It was October, and after months of painstaking negotiations, meticulous planning and coast-to-coast listening tours, Myers had finally secured the vote to spin Realtor.ca into a standalone subsidiary. The decision marked a pivotal moment for Myers, punctuated by a spontaneous, joyful “happy dance” (as she describes it) on stage.

Reflecting on that milestone, Myers says, “Getting to the ‘yes’ vote in October was one of the most prideful moments of my career…it was just my emotions of getting to that point. It had been a tremendous amount of work…We wanted the community to come along with us in that decision, and they did.”

Now, months removed from that vote, Myers, the CEO of the Canadian Real Estate Association, stands behind her desk in her office at CREA’s headquarters in Ottawa, reflecting on the lessons of the past year and anticipating challenges to come. 

She speaks candidly, weaving narratives of family values, personal integrity and ambitious goals into a vision of what Canada’s real estate industry might become. She acknowledges the landscape is shifting rapidly, shaped by mounting legal challenges, intense public scrutiny and rapidly evolving expectations from members, and Myers knows her time to act decisively is now.

Achievement, competence, empowerment, harmony and grace

The CEO, known for her calm and composed demeanour, has remained steady. Her approach combines careful listening with decisive action—qualities honed through years of leadership experience. 

Born into a family that valued community and service, Myers’ career has consistently revolved around guiding organizations through complexity. Her journey includes significant roles in diverse organizations: before taking the helm at CREA, she spent 10 years as CEO of the Ottawa Real Estate Board, and notably, the 4-H organization, where she made the difficult decision to sell a beloved but financially draining camp facility. “With our hearts, we wanted to keep it; with our hands, we wanted to fix it; but with our heads, we knew we couldn’t,” she recalls, underscoring her willingness to make tough calls with empathy and transparency.

Her personal values—achievement, competence, empowerment, harmony and grace—are highlighted in her leadership style. Myers speaks openly about how these values guide her decisions and interactions, saying, “I want us to achieve great results. I want us to be confident. I empower others to step up and, particularly, women leaders to step up.”

CREA 2.0

Now at CREA, Myers outlines a strategic vision for what she’s dubbed “CREA 2.0”: a pivot designed to refocus the association on its core responsibilities, which she says are advocacy, professionalism and member value—takeaways from extensive conversations with Realtors, boards and associations across the country. 

“There were three clear values that came out. One was collaboration, the other was inclusivity, and the last was strategic alignment,” Myers notes, adding that the complexity of housing issues demands a unified approach. 

Turning vision into action

Her vision for the new and improved CREA isn’t just philosophical, it’s operational. With the Realtor.ca transition complete, she’s now channelling her focus into executing a set of clearly defined priorities for the year ahead.

First on the list is finalizing and launching the CREA 2.0 strategy, a process that includes wide consultation with stakeholders and a sharp focus on two pillars: professional excellence and advocacy. “We are going to be going out and saying this is what we’ve heard. This is what stakeholders have told us, this is where we’re moving, and this is what we’re going to focus on.”

Second, Myers is determined to amplify CREA’s leadership on national housing policy. Following the Realtor.ca transition, she plans to be more publicly engaged, meeting with government officials, coalition partners, and media to ensure that housing remains a national priority. Ahead of the 2025 federal election, she says, “Whatever government gets in, housing has to stay at the top.” 

Third, she emphasizes the importance of maintaining a strong, mutually supportive relationship with Realtor.ca, which includes coordinating shared services, ensuring financial viability and guiding both entities to thrive independently yet cohesively.

Finally, Myers is committed to navigating rising legal costs with fiscal discipline. With the legal defence fund nearly depleted and challenges looming, she’s preparing for tough financial decisions. “We’re going to have to take a really hard look, especially given rising legal costs that (will be) coming out of our operating budget,” she says. 

Ongoing legal challenges

Addressing CREA’s response to those ongoing legal challenges, notably the commission lawsuits that could reshape how Realtors transact in Canada, Myers says she’s anticipating a ruling from the Federal Court of Appeal in the Sunderland case in the coming weeks. 

When asked how ongoing litigation could impact Realtor reputation, she stresses clear, proactive communication, applying lessons learned from similar challenges faced by the National Association of Realtors in the United States. 

“The plaintiffs (in the U.S.) were able to create a David-and-Goliath story,” Myers explains. “Communication strategy is another area where (NAR) wished they had done differently. That’s something we’re definitely working on and thinking about.”

Regarding the recent special assessment fee proposed to bolster CREA’s legal defence fund—a vote that failed—Myers responds thoughtfully to criticisms from Saskatchewan Realtors Association CEO Chris Guerette, who urged CREA to “be bold” in response. “Chris is right…now that Realtor.ca is essentially managing a significant portion of membership dues, CREA needs to ground itself back in our priorities. There may be a bold move that’s necessary,” Myers conceded.

An opportunity to shape the industry

Amid these pressures, Myers’ approach remains measured, aimed not only at navigating immediate crises but also at laying the groundwork for a resilient, respected and future-ready real estate industry. Her leadership philosophy centers on empowering others, driving organizational excellence and maintaining transparency, critical to strengthening CREA’s role in shaping housing policy and safeguarding Realtor reputation.

Ultimately, Myers sees her tenure at CREA not merely as a time of managing crises but as an opportunity to shape the Canadian real estate industry positively and permanently. Her legacy, she hopes, will be defined by her achievements, greater unity within the sector and a real estate system that Canadians view with pride.

Jordana Springgay

Jordana is the editor of Real Estate Magazine. You can reach her by email.