If you’ve ever said, “We really should do something with that building,” you’re not alone. Newspaper executives across the country have been saying it for years, often while juggling circulation shifts, digital transitions and dozens of other priorities.

The problem isn’t a lack of awareness. Rather, it’s that good intentions don’t move markets; systems do.

Every portfolio seems to have at least one.  That underutilized building that everyone agrees should be sold “when the time is right.” Or, that upcoming lease renewal that’s “on someone’s radar.” These tend to be the conversations that keep getting pushed to the next meeting, then the next quarter, and eventually the next year.

Meanwhile, markets shift. Interest rates rise. Buyers appear and disappear. Tax strategies evolve. And while leadership focuses on the day-to-day (as they should), real estate decisions quietly age in the background like unread emails in an inbox.

Author James Clear, in “Atomic Habits,” wrote:

“You do not rise to the level of your goals, you fall to the level of your systems.”

It’s a simple line, but it hits home in real estate. A goal is easy to set:

• “We’ll sell that building someday.”

• “We will right size our space in that market.”

• “We will do something with real estate soon.”
  

A system, on the other hand, ensures that “someday” actually happens.  A system puts “someday” on the clock, with a clear, predetermined timeline.

Turning good intentions into real results

At BellCornerstone, we’ve spent the past decade helping newspapers implement best-in-class real estate systems that quietly work in the background. These systems don’t rely on just one person, they are built around an entire team.  They don’t rely on short term initiatives and temporary enthusiasm, they rely on process, accountability and unwavering commitment to results.

To build real estate systems that truly deliver, organizations should look beyond individual transactions and focus on the broader strategy. The difference between scattered, one-off decisions and real results often comes down to perspective. That clarity emerges when you step back to view the entire portfolio and contrast today’s status quo with a clear-“ish” vision for the next three, five or 10 years.

Avoiding the real estate red herrings

One of the biggest traps newspaper companies fall into is chasing red herrings — side conversations that feel productive but ultimately delay action.

Maybe it’s debating whether to repurpose a building for a future product line that doesn’t yet exist. Or waiting for “the perfect buyer” rather than launching a well-structured marketing process. These distractions may feel strategic in the moment, but more often than not, stall progress.

A good system filters out red herrings and keeps the focus on what actually moves the needle.

The bottom line

When real estate is handled one property at a time, reactively, results are inconsistent. Deals take longer, valuations suffer and opportunities slip away. In contrast, companies that install a disciplined, portfolio-wide system consistently unlock hidden value, shorten timelines and strengthen their negotiating position.

We’ve seen publishers go from years of stalled discussions to multiple strategic sales in a single fiscal year, not because they suddenly became more aggressive, but because they finally initiated a system that worked.  That system can transform the bottom line.

Getting started

No matter where you are on the journey today, be encouraged that you can do this.  Begin with these three first steps, and let’s schedule a free, confidential conversation to discuss your specific situation and questions.

• Portfolio sssessment:  A clear, data-driven snapshot of every owned and leased property: square footage, costs, lease expirations, marketability and condition.

• Strategic prioritization:  Ranking assets by timing and impact. What gets sold first? What should be repositioned? What’s worth holding?

• Timelines:  Identify a specific, calendar-based action plan that keeps real estate decisions from becoming “someday projects.”