There’s a moment every letting agent dreads. A landlord calls and, after a few polite niceties, says the words: “I think I’m going to sell.” It’s tempting to sigh, offer the sales team’s number, and move on. But that might be one of the biggest mistakes an agency can make.

The truth is, landlords aren’t just selling because of new legislation. They’re selling because they’ve lost confidence – and confidence is something independent agents can help rebuild. The mainstream media has done a fine job of convincing landlords that being in the private rented sector is a one-way ticket to stress and sleepless nights. Every headline seems to spell disaster: new laws, higher taxes, and an image of landlords as public enemy number one.

But when you look at the data, the picture isn’t so black and white. The Voice of an Agent 2025 and wider industry surveys show that one in three letting agents have seen more landlords selling up this year, while a staggering 93% worried about losing clients altogether. This exodus is largely made up of small “accidental” landlords – those with one or two properties who never saw themselves as business owners. For them, a bad headline, a big repair bill or another layer of red tape is enough to push them over the edge.

And that’s exactly where agents should step in – not with panic or a sales referral, but with perspective. If a landlord phones to say they’re thinking of selling, the first step shouldn’t be to hand them over to the sales team. It should be to sit down and go through the numbers. Has the rent kept pace with the local market? How much equity has built up over the years? What’s the true yield once costs, tax and mortgage interest are factored in? For many, the maths will show the property still performs well – they just haven’t been managing it like a business.

Of course, sometimes selling is the right decision. Perhaps the property has been neglected or sits in a location where values have peaked. But that’s a conclusion best reached through calm, informed advice – not knee-jerk fear. A quick chat with a knowledgeable agent can turn a “get me out” conversation into a plan to re-let, refurbish or refinance instead.

This means lettings teams need to be properly equipped to have those conversations. Not every negotiator or property manager feels confident discussing yields, tax or return on investment – but they should. These are the conversations that retain clients. Training your team to spot the difference between a landlord looking for help and one looking for an escape route is essential. Arm staff with yield calculators, up-to-date market data and examples of rent reviews that have improved returns. A letting agent who can clearly demonstrate the value of staying invested becomes an adviser, not just a service provider – and that’s where real loyalty is built.

Education also plays a huge part. The agencies with the best landlord retention rates are the ones that educate proactively. That means newsletters that actually explain what the Renters’ Rights Act means in plain English, landlord webinars that cut through social-media myths, and one-to-one check-ins to review property performance.

The goal is simple: to become the first person a landlord calls before they make a decision, not after. When landlords feel informed, they stop reacting emotionally to headlines and start responding rationally to advice. In today’s climate, that’s half the battle won.

Even when a landlord does decide to sell, it doesn’t have to be the end of the relationship. Many investors sell one property only to buy another, often in a different area or market sector. Some hand the keys to new owners who will still need a managing agent. If handled well, a departing client can become a referral source or a returning investor. It’s all about keeping the dialogue open rather than closing the file.

Landlords have more challenges and more reasons to walk away than ever before. But they also have a desperate need for guidance. Independent agents, with our local knowledge and personal touch, are perfectly placed to provide that. We just need to stop thinking of ourselves as middlemen and start acting like business partners.

The “landlord loyalty test” isn’t passed by locking clients into contracts. It’s passed by earning their trust, proving our value and showing them that we’re part of their investment team – not just the ones who collect the rent. Because if we get that right, the next time a landlord rings to say they’re thinking of selling, the conversation might just end with, “Actually, I’ve changed my mind.”

Sophie Lang is co-founder of Lang Llewellyn & Co.