Keller Williams ALC – Agent Leadership in Action

Updated: Blog, Keller Williams, Why KW?

The Keller Williams Associate Leadership Council (ALC) is a group of top-performing agents within the Keller Williams real estate company. The ALC is responsible for providing feedback and guidance to the company’s leadership team, focusing on maintaining the integrity of the company’s profit share model.

The ALC was established in early 1986 to give agents a voice in the company’s decision-making process.

Gary Keller called a meeting of the first Associate Leadership Council (ALC) to transform Keller Williams from a conventional real estate firm into an innovative business that will shake up the sector.

The council has evolved to include new groups of agents from each region and market center. Select members of the Regional ALCs are elected to the International ALC that meets annually at the Keller Williams Family Reunion conference.  

One of the primary responsibilities of the ALC is to provide input on the company’s profit-share model. Keller Williams operates on a unique business model in which the company’s profits are distributed among its agents rather than being retained by the company. This profit-share model is a vital part of Keller Williams’ culture. It is seen as one of the company’s significant differentiators.

The ALC plays a crucial role in ensuring the integrity of the profit share model. Members of the council regularly review the company’s financials and provide feedback on the fairness and transparency of the profit distribution. They also provide input on proposed model changes and make recommendations to the leadership team.

Keller Williams ALC Standing Committees:

Keller Williams ALC - Committees
  • Financial Planning Committee
  • Growth Committee
  • Career Development Committee
  • Technology Committee
  • Culture Committee
  • Agent Advocate Committee
  • Safety Committee 
  • Diversity, Equity, and Inclusion Committee
  • Strategic Alliances Committee 
  • Luxury Homes Committee 
  • Commercial Committee 

Financial Planning Committee

The Financial Planning Committee is responsible for:

  • Monitoring and evaluating income and expenditures to increase overall profitability.
  • Contributing to the process of budgeting and forecasting.
  • Informing the ALC and all local colleagues on the Market Center’s financial performance.
  • Collaborate with the Operating Principal of the Market Center

Growth Committee

The Growth Committee is responsible for:

  • Contributing to the expansion of the Market Center as a whole.
  • Working with the investor(s) and TL to find and recruit more Market Center associates.

Career Development Committee

The Career Development Committee is responsible for:

  • Reviewing all training that occurs in the market center for all experience levels of agents.
  • Assisting in implementing training programs designed to increase the overall efficiency of Market Center professionals.

Technology Committee

The Technology Committee is responsible for:

  • Contribute to evaluating and implementing continuous technological training within the Market Center.
  • Participating in any KWRI training relating to technology.
  • Contributing to OP/TL discussions addressing software/hardware issues.
  • Encouraging and enabling all Market Center members to fully utilize Keller Williams’ technological initiatives.
  • Evaluating the efficacy of their Market Center’s website, computer systems, software, etc., and recommending periodic updates and improvements.

Culture Committee

As guardian of the Market Center’s culture, the Culture Committee is responsible for the following:

  • It manages Market Center fundraising efforts with an annual goal of $3,000 to benefit KW Cares, the 501(c)(3) public charity formed by Keller Williams Realty, Inc.
  • It aids eligible KW associates in need with the application procedure for KW Cares grants.
  • It oversees all of the Market Center’s charitable activities unrelated to KW Cares, such as fundraising for individuals in need within the Market Center or the local community, as well as fundraising efforts for charities other than KW Cares,


a. Establishing and maintaining a Market Center’s local emergency fund to provide monetary gifts to individuals in need within the Market Center or the local community. These municipal emergency funds cannot be utilized for Market Center-related costs. The gathered funds should be placed in separate liability accounts.

b. Providing care, comfort, and non-monetary assistance to people in need in the Market Center or the surrounding community in the spirit of ‘family assisting family’.

b. Conducting fundraising activities for non-KW Cares organizations.

d. Coordinating the annual participation of the Market Center in RED Day.

Agent Advocate Committee

Each Market Center will have an Agent Advocate Committee that promotes programs and initiatives that assist the real estate agent profession on behalf of the Market Center and its linked associates. This Committee will lead efforts to encourage agent-centric ideas with local, regional, state, provincial, and national boards and other bodies and guarantee that agents’ administrative and legislative demands are satisfied.

The Committee should be comprised of Market Center agents with a strong passion and drive to advocate for the real estate agent profession and use their influence to preserve agents’ rights in the marketplace.

Safety Committee

Each Market Center will have a Safety Committee that promotes training programs and other activities to enforce safety standards and best practices for Keller Williams offices and field agents.

The Committee shall consist of Market Center agents with a strong enthusiasm and desire for agents’ safety in the marketplace.

Each Market Center provides a Safety Class at least annually.

Diversity, Equity, and Inclusion Committee

The Diversity Equity and Inclusion Committee is responsible for:

  • Maintaining a friendly and inclusive environment for all protected classes (sex, race, color, creed, age, national origin, ancestry, disability, veteran status, genetic information, and sexual orientation.)
  • Promoting diversity, equity, and inclusion education and projects in an active manner
  • Maintaining our culture to ensure no one is discriminated against based on their differences
  • Instructing agents on how to build their network and net value by reducing bias and making themselves available to diverse demographic groups

Strategic Alliances Committee

The Strategic Alliances Committee is responsible for:

  • Collaborating with the OP, TL, and Strategic Alliances service providers to develop an implementation plan.
  • Constituting a Strategic Alliances Task Force charged with promoting Strategic Alliances providers.
  • Providing a report on Strategic Alliances at each ALC meeting.
  • Cultivating a consciousness of capture rates and a desire to enhance capture rates.
  • Raising awareness of the contributions of Strategic Alliances suppliers to Market Center profitability and Profit Sharing during team meetings.
  • Modeling desired behavior by recommending business to the representatives of Strategic Alliances providers.
  • Sharing examples of successful Strategic Alliances.
  • Extending the Market Center culture to the representatives of Strategic Alliances providers and seeking opportunities for their participation in the Market Center culture.
  • Assisting Strategic Alliances providers through ALC committees.

Luxury Homes Committee

If a Market Center has a Luxury Homes program, The Luxury Home Committee performs four functions:

  • Assists in the expansion of competent luxury real estate agents inside the Market Center.
  • Contributes to the general growth of membership in KW’s Luxury Homes Division by promoting its existence and identifying and recruiting qualified luxury associates for division membership.
  • Assists in implementing training programs for professional development in the luxury real estate market that have been designated and recommended by the Luxury Division Executive Board or KWU.
  • Assists the Director of the Luxury Division in further creating membership value-adds and deliverables based on feedback from luxury Market Center colleagues.

Commercial Committee

Each Market Center is strongly urged to join the Commercial program and to have at least five associate members from the Commercial Division serve on the Committee.

The Commercial Committee has six responsibilities:

  • Contribute to the expansion of qualified Commercial associates within the Market Center.
  • Combine the Commercial Division harmoniously with the residential specialty of the Market Center and base all decisions on the WI4C2TES belief system.
  • Contributes to the general expansion of the Commercial Division’s membership by promoting its existence and locating and recruiting competent commercial associates.
  • Assists in implementing training programs explicitly approved and recommended for professional development by Commercial or KWU.
  • Assists the KW Commercial leadership in further creating membership value-adds and deliverables based on feedback from Market Center commercial colleagues.
  • Assists the leadership and colleagues of Keller Williams in recruiting new Commercial member associates and commercial transactions.

The Local Market Center ALC meets monthly, with committees also encouraged to have a standing meeting on a monthly basis.  

In addition to overseeing the profit share model, the ALC also provides feedback on other key aspects of the company’s operations. This includes providing input on technology and marketing initiatives and offering suggestions for improving the overall agent experience.

The ALC also serves as a conduit for communication between the company’s agents and leadership team. Council members are responsible for sharing information about company initiatives and policies with their peers and gathering feedback from agents in their regions.

In summary, Keller Williams Associate Leadership Council plays a vital role in maintaining the integrity of the company’s profit share model and providing feedback on critical aspects of the company’s operations. It also serves as an essential link between agents and the leadership team. It helps keep the company’s culture and values strong. The council’s function is central to the company’s success, and agents are selected based on professional excellence.