I Am Not a Speaker. I Am an Educator. There Is a Difference.

I have been sitting with this distinction for a long time — longer, perhaps, than I have been willing to admit. Not because the answer was unclear, but because the question required an honest self-examination that does not always feel comfortable in professional spaces. Industrial-organizational psychology trains you to look outward — at systems, structures, organizations, and behavior — but the deeper practice, at least for me, has always been the inward turn. Who am I in this work? What do I actually do? And why does the way this industry names things so rarely match what I know to be true about my own practice?

The trigger for that examination is familiar to many real estate educators. There is a moment — quiet, unsettling — where you find yourself standing at the edge of a conference stage, wondering why you feel out of place in a world that seems to reward everyone around you. The room responds to energy. The audience rises for charisma. The evaluations celebrate “inspiring” and “entertaining.” And yet, something in you resists the frame.

That dissonance is not a deficiency. It is a professional identity doing exactly what it is supposed to do.

As my dissertation work has sharpened my lens, I find myself returning to a statement that is deceptively simple and yet took me years to claim without qualification: I am not a speaker. I am an educator. These are not interchangeable roles. They are not points on the same continuum. And conflating them has real consequences — for the profession, for the practitioners we serve, and for those of us who have spent careers building something at the uncomfortable and often invisible intersection of practice and pedagogy.

The distinction mattered before I had language for it. Now I do.

The Performance-Learning Divide

Industrial-organizational psychology has long recognized that performance and learning, while related, are not equivalent constructs. Bjork and Bjork’s (2011) work on desirable difficulties reminds us that conditions that feel engaging in the moment often produce weaker long-term retention, while conditions that feel effortful tend to produce durable knowledge transfer. This is not an abstract research finding for me — it is something I navigate every time I design a training module, sequence a curriculum, or step in front of a room of licensed professionals whose livelihoods depend on what they leave knowing.

A speaker optimizes for the room. I optimize for what the room retains — and more importantly, what they can apply when the room is gone.

This is not a criticism of speakers. It is a clarification of craft. Speakers synthesize ideas, shift mindsets, create energy, and move people emotionally. Those are real skills. But educators are accountable to a different set of standards: learning outcomes, cognitive scaffolding, instructional sequencing, accuracy, and what Kirkpatrick (1994) would call transfer — whether behavior actually changes back on the job. I build for transfer. I have to. When a real estate professional misapplies what I teach about fair housing, agency law, or contract compliance, the consequences are not motivational. They are legal, ethical, and professional.

The Rigor Is the Work

I have been building curriculum since 2008 and teaching since 2010 — in university classrooms, brokerage environments, continuing education settings, and national training platforms. Much of what I have developed is proprietary, designed for specific organizational contexts, and intentionally not shareable in clips or viral moments. This is not a limitation of my visibility strategy. It is the nature of the work itself.

This is worth naming because the industry’s visibility ecosystem rewards a particular kind of output: the shareable, the quotable, the emotionally resonant. The conference circuit has historically celebrated personal branding and thought leadership over instructional design. But there is a structural reality that often goes unacknowledged: some of the most substantively skilled educators in real estate have the smallest public footprints, precisely because their expertise lives inside LMS systems, onboarding architectures, organizational learning structures, and closed operational environments. Rigor does not always photograph well.

My instinct to cite my sources, ground my claims in research, and build defensible content is not a stylistic quirk or an overcorrection from my academic training. In my opinion, it is a professional responsibility. It is what happens when you understand that what you teach has downstream consequences for real people — their licenses, their clients, their careers.

Who I Actually Am

As I move through my doctoral work — specifically my dissertation examining the subjective experiences of female residential real estate brokers advancing into management — I keep returning to questions of identity and professional legitimacy. These are not just research questions for me. They are living ones.

That inward pull is not incidental to the scholarship. It is the scholarship. The same psychological orientation that draws me toward questions of belonging, exclusion, and identity is the one that has long made me uncomfortable with professional labels that do not quite fit. I have spent considerable time sitting with the discomfort of being named incorrectly — “speaker,” “trainer,” “presenter” — the way you may have sat with the discomfort of being seen incompletely. There is something clarifying about that parallel.

The roles that actually describe my work are not “speaker adjacent.” They are an organizational development strategist, a curriculum designer, and a scholar-practitioner. These identities are not consolation prizes for people who could not make it on stage. They are increasingly essential as the real estate industry becomes more regulated, more technologically fragmented, and more structurally complex. Organizations do not need inspiration alone. They need educators who can operationalize change, onboard effectively, build repeatable systems, and align learning with measurable business outcomes (Baldwin & Ford, 1988).

That is the work I do. That is the work I have always done.

A Closing Thought

I am not trying to be louder. I am trying to be precise.

As my dissertation moves toward completion and eventually toward publication — including a broader body of work that extends the research into professional development experiences, educational programming, and future publishing opportunities — I find myself less interested in fitting into the industry’s existing categories and more committed to naming what this work actually is.

There is a distinction between speaking and educating. Both matter. But I have spent twenty years in the second camp, and I am done apologizing for the rigor that comes with it.

-Nikki

Clarity over noise. Integrity over impulse. Long-term alignment over short-term momentum.

References

Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel Psychology, 41(1), 63–105.

Bjork, E. L., & Bjork, R. A. (2011). Making things hard on yourself, but in a good way: Creating desirable difficulties to enhance learning. In M. A. Gernsbacher, R. W. Pew, L. M. Hough, & J. R. Pomerantz (Eds.), Psychology and the real world: Essays illustrating fundamental contributions to society (pp. 56–64). Worth Publishers.

Kirkpatrick, D. L. (1994). Evaluating training programs: The four levels. Berrett-Koehler.