Realtor Association Employees Call for CEO Goldberg's Resignation

The National Association of Realtors continues to confront demands for sweeping changes following sexual harassment and discrimination allegations reported in The New York Times. Internal critics say meaningful reform is still lacking.

This week, NAR informed members it was bringing in a third-party HR reporting system and law firm to investigate complaints. Te moves align with proposals from the NAR Accountability Project, a group seeking reforms.

"It has been an amazing week," said group founder Jason Haber. He noted NAR adopted two of their four recommendations, including outside investigations and reporting channels.

But NAR still faces skepticism that leadership changes and revised policies alone can transform an engrained culture. Some want resignations or dismissals of executives they allege enabled harassing behavior.

In an anonymous letter, purported NAR staffers representing "all levels" called for four leaders to resign or take reduced roles. They cited failure to prevent workplace harassment and retaliation.

The letter demands the resignation of CEO Bob Goldberg, President Tracy Kasper, Chief Legal Officer Katie Johnson and HR head Donna Gland. If retained during ongoing lawsuits, the authors want their responsibilities restricted.

Of the four, Kasper is newest, assuming NAR's presidency in late August after harassment allegations first emerged. But the letter alleges she "is a primary contributor to the hostile work environment."

It claims she did not actually "miss" the toxic culture as she stated. Rather, the authors argue Kasper and other leaders deliberately ignored or buried problems despite many alarms being sounded internally.

NAR maintains its leaders are committed to meaningful reforms. In an email, a spokesperson said the group is focused on promoting safety, support and empowerment.

But critics inside and outside NAR remain dubious, noting problems apparently persisted for years. They want accountability beyond policy revisions.

The anonymous letter argues NAR downplayed, buried or ignored serious culture issues. It claims HR and legal leaders actually protected abusers instead of victims.

In July, an attorney's letter reported to Goldberg cast similar doubts on NAR's timeline and commitment to change. The anonymous staffers said this was "disheartening but unsurprising."

While pledging transparency, NAR also faces accusations of suppressing critical voices. The anonymous letter cites the shaming of whistleblowers rather than complicit leaders almost caught burying an internal memo.

It alleges staff were pressured to deliver on "outrageous demands" of leaders and counseled to ignore unethical directives. Speaking out risked termination, while compliance won favor, the letter states.

NAR maintains its executive team sincerely regrets past failings and will enact substantive changes. But skepticism lingers inside and outside the organization.

Beyond accountability, critics demand tangible culture changes beyond what they see as shallow PR moves. They say NAR must move from protecting abusers to protecting staff.

The NAR Accountability Project's next goal is releasing women from non-disclosure agreements, allowing them to speak freely. "Women who have stories to tell should be allowed to speak now," said founder Haber.

Releasing victims from NDAs could bring new allegations to light. But NAR risks looking obstinate if it suppresses their voices amid reform pledges.

The group must balance transparency with legal protections as lawsuits proceed. But critics argue healing requires giving victims platforms, not gag orders.

With so much distrust built up, critics contend NAR's professed commitment to change rings hollow without bold transparency. They say real transformation is measured by actions, not words.

For now, intense scrutiny of NAR's intentions and past actions continues. The group hopes the outside law firm review and HR reporting system signal meaningful progress.

But its critics say sincere, organization-wide soul searching is still required. They contend NAR must acknowledge a toxic status quo was tolerated for too long before any "healing" occurs.

With the group under a microscope, pressure builds for extensive reforms beyond policy handbooks. NAR says its committed to an open, safe workplace.

Those skeptical say intentions must become actions. Lasting change will require transparency, accountability and leaders fully recognizing cultural failures.

Anything less risks perpetuating real harms, critics argue. They say only fundamental changes led from the top can remove the stains and chart a new course.

NAR's critics seem partially appeased by initial reform steps. But most want to maintain pressure until substantive transformations take root.

"The buck has to stop somewhere," the anonymous letter argues. Its authors say they are tired of watching talented colleagues relentlessly leave NAR.

True change will require leaders sincerely atoning rather than making empty promises, they contend. NAR must fully own its failures first before emerging with new vision.

With emotions raw, the road to redemption looks long and difficult. But critics say anything less than total commitment risks irreparable damage.

NAR hopes its incremental actions signal a new direction. But skepticism remains that surface-level change can penetrate an engrained culture.

Lasting trust may only come through releasing victims from NDAs and enacting bold leadership changes. NAR must balance legal needs with moral imperatives.

For now, demands for transparency and accountability persist both internally and externally. The coming months will test if NAR's intentions translate into real transformation