Three lessons for mortgage leaders right now

I became a grandma recently, which has been equal parts magical … and also mildly humiliating. Because apparently, everything we did thirty years ago is now wrong. Like, way wrong. I marvel that my daughter survived to age one.

Put the baby on their stomach? Wrong. Kiss that baby on the face? Not yet, Grandma. Add a blanket and a stuffed animal to the crib? Horrors. Let them cry it out for a few minutes? Essentially a felony.

I did manage to bite my tongue before saying “But we did it this way and you turned out ok …” which I’ve learned, is not considered a compelling, data-grounded argument in 2026.

And honestly?  They aren’t wrong.

Today’s parents have more data, more tools, more access to information – and as a result, they are making different, often better decisions. Not because the old ways were foolish or bad … but because we know more now.

So it got me thinking.

If we can see how parenting tactics have evolved with better information and the ability to look back and see what worked well and what didn’t … why do we still make some of the same mistakes in the mortgage industry that we were making back in 1995?

If there’s one thing that becoming a grandma (“Gigi,” for the record) has reinforced for me, it’s that just because something worked in the past, it doesn’t mean it’s still the best way to do it. And yet, we cling to our old habits like comfy security blankets.

Some of that is understandable, as this is a high-stakes business with much on the line, and old habits that have served well over the market cycles are hard to shed. But some of those old ways of thinking may be costing us growth, talent, revenues and relevance. And this market has exposed some of the places where we simply must evolve.

Here are three places where I think we’re still getting it wrong – and one where I think we are finally doing it exactly right.

Over-reliance on top producers instead of building systems

We know the stats: 30% of loan officers are doing 70% of the production, year after year (InGenius). So we chase them, give big signing bonuses, build entire strategies around making sure they are happy and never want to leave us. But this isn’t a growth strategy, it’s a dependency.

Don’t get me wrong. While I might not have originated enough to be listed in the new Test out your process, end to end – and not with an internal eye, but purely the view from the prospect or customer seat. Secret shop in earnest. Survey your customers. And most importantly, stare your results in the face, and be relentless about not just removing friction points – but considering the ways you can delight your customer.  

Underestimating the speed of technology adoption … including AI

AI isn’t coming soon – it’s here, and it’s already infiltrating many unexpected nooks and crannies of our personal and professional lives.  

Yet I know a lot of brilliant, experienced mortgage professionals, from the executive suite to the front lines, who are simply overwhelmed trying to keep up.

Last fall,