If you’ve noticed one of your agents spinning their wheels without making any progress, it might be time to intervene.

Tammi Brannan believes that all of us have the potential to get stuck in our ways. We’ve either done something one way so long that we can’t see how to change, or we’re sure our efforts will pay off if we just keep at it a little longer. It’s called spinning your wheels, and in real estate, it can look like getting stuck in practices that aren’t converting to leads or sales.

“If you don’t know a solution, isn’t that all it seems you can do—continue to use what has worked for you in the past, hoping against hope that one more time will make the difference?” says Brannan, founder of Blueprint Process in Corvalis, Ore. In 2008, Brannan developed a program that has helped professionals, including real estate professionals across the industry, “get off the hamster wheel,” as the saying goes.

Tracey Royal believes it’s human nature to shy away from a more challenging endeavor and gravitate toward tasks that seem easier or come with instant gratification.

“However, in the real estate business, learning is an ongoing process,” says Royal, ABR, SRS, C2EX, vice president of agent development at Coldwell Banker Realty in Oak Pak, Ill.

She stresses to her agents that it’s important to stay focused on your goals and business plan, and align yourself with successful individuals and proven strategies, even if they seem daunting or uncomfortable. Agents who trudge along a road that doesn’t go anywhere are going to feel unhappy and unproductive, because they’re not making any money. It’s not good for the brokerage, either.

Brokers can help redirect agents by providing structure, support and proven tactics that will help move those agents toward the success they desire.

Understand Where the Problem Lies

“Clear signs of an agent struggling are their absence from training sessions or a noticeable lack of engagement with the resources provided by our office,” says Royal.

This often indicates that they may not be investing their time effectively in activities that generate leads and income. Because she stays on top of training attendance and has a working knowledge of where her agents are investing, or not investing, their time, Royal knows whom to reach out to.

“By regularly reviewing our office reports, I can keep a close track of our active agents and identify those who may be underperforming. This allows me to intervene and provide the necessary support to help them improve,” she adds.

“If a leader is caring enough to be interested in the answer (to help those spinning their wheels), they are leaps and bounds beyond the rest,” she says. “The signs I look for are increased tardiness or lack of accountability, a ho-hum attitude towards new projects, a reluctance to step outside of their comfort zone, and a general lack of engagement with their work and team.”

Know Their Time Busters

Some agents have the misconception that a career in real estate will bring fast money, Royal says.

“This is often fueled by aggressive marketing campaigns and social media platforms by third-party companies promoting ‘quick fix’ solutions and promising easy money,” she says. “Agents can become overwhelmed by these messages and lose sight of fundamental aspects of the business.”

As a result, some agents find themselves disgruntled when they don’t see results in their desired time frame. Like any other business, success in real estate requires time, dedication and consistency.

Royal points out some of the ways in which agents might spend a significant amount of time and money but not necessarily achieve success:

• Paying for leads that don’t convert to business
• Attending real estate events without a clear plan or purpose on how to maximize the use of the content provided
• Relying on quick tips or professional advice from Google and social media platforms like TikTok without verifying the resources or taking the content into context
• Subscribing to resources but failing to use them, or paying for them without first checking if they’re provided by the brokerage
• Attending trainings, classes and conferences, but not following through with what they learned.

Brannan also sees agents looking for that magic nugget of information that will make the difference in their business rather than focusing on the long-term work it takes to build a business. They often jump from one strategy to the next without giving any plan time to work, or they jump into a practice like posting on social media without defining the process and the results.

Help Them Get Unstuck

When agents’ efforts to generate leads are not yielding the desired results, it’s crucial for a leader to guide them toward more effective strategies, Royal stresses. Learning from a peer can often make a profound impact, helping agents to avoid unproductive activities and allowing them to focus on strategies that truly drive success, she says.

“I’ve found it beneficial to spotlight successful agents during sales meetings, mastermind groups and office learning sessions,” she adds. “These agents can share their best practices and personal experiences, including their failures and lessons learned.”

Agents should also consider seeking a mentor, participating in shadowing experiences, engaging in group coaching or thinking about becoming part of a team. These strategies allow them to learn from those who have been successful using specific strategies such as open houses, digital marketing and running workshops, and they obtain a realistic understanding of the time and effort needed.

After that step, Royal also suggests they ask peers specific questions about their successes. “I would inquire about the specific techniques or resources they are using, aiming to understand their origins and effectiveness,” she adds. “Subsequently, I would assess whether these efforts align with their own business objectives.”

Emphasizing the need to build out a road map and understanding the time and consistency required for success should also take priority. Leaders can encourage agents to set goals and formulate a business plan, crucial elements for success in an ever-changing industry, Brannan says.

“Together, they offer a clear road map that helps agents concentrate on their essential tasks and maintain integrity,” she adds. “These tools serve as a reference point to prevent agents from being driven solely by instinct or the temptation to take on additional tasks that may lead to unproductivity.”

And finally, if agents are spinning their wheels, a lack of confidence might be the culprit, Brannan says. Brokers are in a position to help point out their strengths and give them a boost to continue moving forward.

“A leader is to do everything in their power to help their agents believe in why they are essential and how they are unique,” she says.

National Association of REALTORS®
Reprinted with permission

Your brokerage needs agents who know how to do their jobs well. Offer training and resources to keep them engaged and on top of the market.

Last July, Kristen Skebe had an agent come into her office, looking for something different. She wasn’t producing the way she wanted to, and she felt like she needed more support. She thought a team was the answer, and when she came to Skebe, who is managing broker at Sandy Springs Shop, Engel & Volkers Atlanta in Sand Springs, Georgia, the agent’s hope was that she’d join a team.

“I told her that I didn’t think she needed a team. We operate like a team by [providing] training and support,” Skebe says.

Instead, she encouraged the agent to take advantage of the resources available. Skebe’s brokerage holds regular trainings and biweekly open forums where agents can get answers to questions and troubleshoot problems. They also have many office resources like staff and technology.

“This first quarter, she sold nine homes by herself,” she says, noting that the agent still comes to trainings. “Now she still comes to the trainings to be more efficient with her business.”

Skebe believes training should take center stage in brokerages to ensure agents are confident and educated in what they’re doing. She believes that training should revolve around solving agents’ pain points and day-to-day struggles.

Why Training is so Important

Maryann Vitale Alles, president and CEO of Berkshire Hathaway HomeServices Select Properties in St. Louis, Mo., believes that to compete, the agents in her office, “must be the sharpest and most knowledgeable in the business.”

That’s why her company offers a five-day “REmastery” program and strongly encourages all new or transferring agents to enroll. The course covers everything from contracts and due diligence to daily processes and negotiating tactics, according to the brokerage’s website.

“From the inception of our company, we believe that a real estate agent’s primary objective is to act as a fiduciary on behalf of their client’s goal— purchasing real estate,” she adds.

The quality of training provided often results in an agent’s success or failure. Licensing requirements rarely include the ins and outs of an agent’s duties from one day to the next. Brokerages can often fill the gaps by investing in and providing a robust training program for agents. It can be the difference maker when it comes to a brokerage retaining and attracting new agents. For each entity involved in the transaction, training has direct benefits.

For agents: Training provides a layer of insulation. “It reduces liability and risk,” states Skebe. [An agent] needs to protect themselves and their careers while working with legally binding contracts.” She believes that within the profession, there’s much room for fun when professionals know what they’re doing. In the same light, frustration abounds when agents don’t know how to navigate the business. Vitale Alles says training keeps agents up to date on current market trends and best practices. Plus, it boosts confidence.

For clients: A well-trained agent is more prepared to serve the client’s needs. “Clients certainly benefit from well-educated agents in the form of getting the very most for their money,” Vitale Alles states.
Skebe agrees that when agents are trained properly, they’re better able to protect clients’ investments. “Clients are truly trusting [the agent] as the expert,” she says, noting also that a well-trained agent fosters a sense of safety and support from their clients.

For brokerages: Agents who take part in trainings show their brokers that they’re serious about their jobs. Brokers can find reassurance when an agent shows they’re willing to seek the knowledge they need. “I know when my agents come to training, they know what they are doing,” Skebe adds. “If they call me, it’s a true emergency.”

The Kind of Training Provided is Important

Skebe says her company has a training every Tuesday dubbed “EV University.” The topics are always related to the business of being a real estate professional. They include subjects like contracts, working with buyers, how to get listings and how to use artificial intelligence. She invites those within her agency to share their experience, which fosters camaraderie and provides real-world, applicable examples.

Twice a month, the brokerage also offers training by an outside, related service professional, like an attorney or a lender. Skebe says now more than ever, it’s important for brokerages to offer trainings that help agents stay up to date with practice changes, effectively articulate their value and work to their best ability to meet their clients’ needs.

Vitale Alles’ company says she also understands that agents are running their own businesses and are focused on their own bottom lines. To make sure the agents are reaching their own goals, her brokerage offers several trainings outside the REmastery program. These include one-on-one coaching sessions with their non-compete broker, strategic business planning workshops for accountability and weekly online webinars that cover topics from social media to customer relationship management system best practices. They recently hosted a company-wide event centered around value proposition and role playing.

Training Resources for Boutique Brokers

Training is important for brokerages of all sizes, but not all brokerages are equally sourced. For those who do not have access to or cannot afford to run vigorous programs in-house, other options are available. Skebe and Vitale Alles stress that local, state and national REALTOR® associations offer many types of training, some of which, for free.

“Our local one has phenomenal training consistently, and they hand out stuff from state and national REALTOR® associations,” Skebe says.

Vitale Alles also suggests every agent obtain the Accredited Buyer’s Representative (ABR®) designation and listen to podcasts that pertain to the industry. Another way to learn quickly is to get involved at the association level.

“Our leadership team members are all strongly encouraged to give back to the local association,” she says. “Every one of the members serves on a committee or is on the Grievance Committee or Professional Standards. This helps our agents with keeping apprised on a local level.”

National Association of REALTORS®
Reprinted with permission

Clocking hours in the field, continuing education, and state-specific licensing are all part of the trajectory.

It’s been a few years. You’ve had success as an agent, and now you’re considering the idea of opening your own brokerage. Or maybe you’re already a broker and eager to advance your career or the careers of those on your team.

Before beginning on that path—or starting an agent down it—consider and convey the realities. Being a broker is a “huge responsibility—you’re liable for what your agents do and need to take it very seriously and doublecheck everything,” says Karen Hatcher, AHWD, CPM, C2EX, CEO and head broker of Sovereign Realty and Management in Atlanta.

Fortunately, obtaining a broker’s license doesn’t have to mean starting your own brokerage immediately. Instead, you can always begin the the process by obtaining your broker’s license and then deciding which level of leadership is right for you. There’s a hierarchy to the broker path, and you can choose which level best suits your goals and experience.

For example, if you’re not yet ready or interested in managing agents, you can be an associate broker and continue to work under a managing, principal or designated broker. Opening your own brokerage can, of course, take you to the next level in your career, but, Hatcher says, there are many factors to consider, including significant overhead costs, administration and regulations.

“There’s a difference between getting your broker’s license and being successful in that career choice,” says Ben G. Schachter, GRI, the Florida-based broker and president of The Signature Real Estate Companies and co-founder and head of sales of TotalBrokerage Software. “It’s not easy to be a successful broker.”

To help you or others on your team get off to a good start, here’s a step-by-step guide to becoming a broker.

Gain Ample Experience as an Agent First

After earning your real estate license, you need to attain a certain amount of experience in the field to qualify to become a broker. Since this requirement varies by state, check on the requirements with your local or state real estate board in the state or states in which you plan to open your brokerage. “Most states require an average of two years of an active sales license before you’ll qualify for your broker’s license,” says Schachter. While you put in that time, try to work with a mentor, who will help you gain wisdom, confidence and experience, he advises. They can also help you write a business plan, which will come in handy once you’re a broker, he adds.

Take Steps to Earn the State Broker License

Once you know how much experience you need as an agent in your chosen state, verify the amount of continuing education credits you need. Find out how many hours and which courses, certificates or trainings count toward those requirements and where these education resouces are offered. After completing the required classroom hours, you’ll need to pass your state exam. To find the right school, consult your local or state real estate board, Hatcher says. You can also ask your peers where they got their broker training and licensing, says Steve Snider, the managing broker for Aventura, Sunny Isles and Bay Harbor for One Sotheby’s Realty in Florida.

Make a Business Plan

After you’ve earned your broker’s license, write a business plan, counsels Schachter. In the plan, record your goals and objectives. “Are they purely economic or are you trying to correct something in the industry?” Do you want to focus more on buyers or sellers? How will you define success as a broker?

Next, determine how you’ll monetize your business, whether through commissions, fees you charge your agents, or other services beyond selling or renting properties. Also ask yourself whether you’ll continue actively selling real estate yourself. “Most brokers do because they need that stream of income,” he notes. Once you answer that question, reflect on how much time you’ll devote to cultivating new business, serving existing business, and conducting clerical work, management and marketing. Remember: If your plan is to become a managing broker, these responsibilities will be largely yours or yours to outsource. Devoting adequate time to these tasks is cruicial to your success, so create a preliminary schedule, recognizing you’ll likely adapt it over time.

Also put together a budget for achieving your goals. “The number one reason for failure is the expense [it takes] to start a business,” Schachter says. Even if you’re not launching a brokerage, you may still incur marketing expenses, professional fees and the like. “You can keep expenses to a minimum, but you need to figure out how long you can survive financially until your business is profitable,” he continues. Plan on no income for six months and little income for one year, he advises. As you evaluate expenses, try to take advantage of the free tools and resources available through the National Association of REALTORS® and your state and local real estate boards. “Be as frugal as possible and don’t overspend,” he counsels.

Finally, come up with an exit strategy in case business doesn’t go as you’ve planned, and set measurable benchmarks to assess your progress. If you don’t achieve those goal, such as a certain income by a certain date, transition to your exit strategy.

Hire Your First Agent

“Everyone wants their first agent to be a top producer-moneymaker-powerhouse, but it never happens,” says Schachter. “That top producer-moneymaker-powerhouse doesn’t want to work with a brand new person in the business—they want to work for someone who can offer them more.” So, accept that your first few hires won’t be bringing in seven or more figures off the bat. Consider applicants who’ve worked in related fields, like real estate development or financial services. For example, Snider recently hired someone with extensive cold-calling experience in the financial services industry. In that agent’s first seven months on the job, he generated more than $5 million in real estate sales.

Invest in people with true potential. After all, it’s your own bottom line you need to consider. For Schachter, that means they possess intelligence, professionalism, and ambition.

Get to Know Your Agents

For the first several months of his first year as a managing broker, Snider took agents to lunch every day, asking them what they needed from their broker. Among his many insights, he learned that not every agent shared his mindset and goals. “As someone who’d worked as an agent for 25 years, all I could think about was how to make more money every second of every day,” he recalls. “But when I met with agents, I found some were okay with making much less. Maybe they owned income-generating investment property or wanted to keep their life the same and support their spouse or spend time with their grandkids.”

Successful brokers can balance their own desires and goals with those of their agents. Get to know your agents so you know if you can work together successfully to make the goals both of you have a reality.

Find a Coach or Team of Advisers

For insights on being a successful managing broker, Snider relied on senior executives at his brokerage for advice, especially during his first year in his new role. If you’re at a smaller brokerage, you might consider working with a real estate coach. “It’s far too easy when you’re self-employed to not have accountability,” says Schachter. “Invest in yourself so you can be better at your job, which will allow you to be a better mentor and coach to your agents,” he says.

National Association of REALTORS®
Reprinted with permission

Community engagement has myriad benefits for your brokerage and your agents.

Rose Varona likes to join fellow volunteers of a motorcycle ministry group from 8 p.m. to 4 a.m. distributing food and drinks for the homeless in downtown Albuquerque, N.M.

“In addition to providing nourishment, we offer prayers and resources for individuals seeking to reunite with their families or requiring medical care,” says the qualifying broker, office manager and property manager at Realty One of New Mexico. “I always knew that I have a passion to help others.”

She remembers the day in church when the motorcycle ministry announced the need for volunteers for the late-night food distribution.

“Something inside of me ignited, and I told my family, ‘This is what we are going to do,’” she says. She’s deeply committed to making the effort a family affair, sometimes bringing her children along for the ride.

“It was eye-opening for my children, who began to understand the hard realities faced by homeless individuals and the importance of gratitude for what we have,” she adds.

Reasons to Get Involved

Agents and brokerages are embedded in their communities and as such, often engage in community endeavors, which often pays off personally and professionally. Volunteer efforts go a long way to build strong relationships and better neighborhoods.

“By participating in community events and philanthropic activities, we have built a positive reputation,” says Varona. “When they see our commitment to the community, people feel more connected to our brand and more likely to choose us over competitors.”

Engaging with the community has opened doors for her to valuable networking opportunities and helped build relationships with many families and businesses.

Plus, research has shown over and over again that being part of your community and volunteering can also improve your overall health and attitude.

A study by Harvard T.H. School of Public Health shows that older adults who volunteer for as little as two hours a week can significantly reduce the risk of early death and improve their sense of well-being.

Find Your Passion and Follow It

For Francesca Lampert, Johnston Lampert Group at Coldwell Banker Realty in Menlo Park, Calif., volunteering allows her to refocus her energy outward and help others, which can put her stressors into perspective. She also sees it as an extension of her job as a practitioner.

“Real estate is all about helping people within our community, and that need extends beyond just our clients,” she says.  She also was a 2020 National Association of REALTORS® 30 Under 30 award winner.

“Good real estate agents are pillars of the community. As such, we need to be meaningfully involved in the issues surrounding our communities and also partake in and celebrate the wins. We are local advocates,” Lampert states.

Right now, she and her partner, Bob Johnston, area builders and other real estate professionals have formed Community Builders Foundation, a new nonprofit, that helps the aging population age in place so they can remain in their communities. Johnston knows how important this is to many seniors, as his father fought for as long as he could to stay in his own home.

“This inspired Bob to create the foundation, and I quickly joined the cause. We all benefit from a close-knit neighborhood,” she says.

Inspire Your Agents to Get Involved

Lampert believes that leaders can set an example by walking the walk.

“It’s the best way to get other agents involved,” she says. “Make the opportunities available and well known, and make it fun and easily accessible. Our office also does annual food and toy drives around the holidays.”

Her office offers several opportunities for agents to get involved, including sponsoring plays and events at local elementary schools and running food and toy drives around the holidays.

“It’s great marketing. Name recognition is everything, and it helps build goodwill and creates a positive association. Plus, it’s fun,” she remarks.

Varona feels that incorporating volunteer opportunities into the workplace can lead to a happier, healthier, and more engaged team, ultimately benefitting staff, agents and the brokerage.

“When I volunteer, I feel a profound sense of fulfillment and joy. Knowing that my time and effort can make a positive impact on someone’s life gives me a deep sense of purpose,” she says. “Sharing my expertise without expecting anything in return also provides a unique sense of freedom and self-worth.”

She’s found that getting into the community boosts team bonding, personal well-being and company loyalty.

“Employees are more likely to develop a sense of pride and loyalty towards a company that encourages and supports volunteer activities. This can lead to higher retention rates,” Varona adds.

Here are some other ideas brokerages and their leaders can implement to get more involved in the community:

• Partner with local businesses. Together, you can offer promotions or discounts to your clients. “This supports the local economy and builds strong relationships within the community, which in turn increases your visibility,” says Varona.
• Volunteer at your kids’ school and events. “Make a positive impact on the organizations and communities you’re already a part of,” Lampert says.
• Host community workshops. Offer free workshops on real estate topics, such as home buying tips and home buying seminars, Varona states. “These events position you as an expert in your field allowing you to connect with community members who may be future clients.”
• Give some hours to one of your passions. “I was a past Habitat for Humanity volunteer,” Lampert adds. “Working at the local ReStore was very fun, and I learned a lot about local housing issues in my community.” Varona serves on the board of Empowerment Films, a nonprofit raising additional awareness of domestic violence with age- and culturally-appropriate videos to be distributed locally, state, nation and, eventually, worldwide. “As a domestic violence survivor, this cause is near and dear to me,” she adds.
• Donate. “Give a percentage of your commissions to a charity you are passionate about or let your clients choose which one to get them involved,” Lampert says.

No matter what your brokerage decides, getting involved at the community level solidifies the brokerage’s position and helps agents feel more connected. It’s a great way to show agents that you care about more than just the bottom line, and it often leads to successful relationships in the business as well.

National Association of REALTORS®
Reprinted with permission

If you’re a broker ready for an office, keep in mind your business’s mission and needs when deciding on space.

When the rent on her office increased, Atlanta-based Karen Hatcher, CEO and broker of Sovereign Realty & Management LLC, decided to buy her own space. Prioritizing convenience, visibility and value, she aimed to find a spot in a central, up-and-coming area with significant car traffic. Since the location would be prime, she knew she’d need to compromise on square footage—she just needed to accommodate her full team for meetings. So, when Hatcher learned a business owner with her ideal space was retiring, she jumped on the opportunity and hasn’t looked back since. 

Thanks to time and experience, Hatcher knew exactly what she needed. For brokers setting up their offices for the first time, thinking about all the options might seem overwhelming.

Choose a Spot

Location matters, even if you’re not investing in a traditional brick and mortar location. 

Decide whether you need an office

Not all brokerages require a dedicated brick-and-mortar location, though it’s exactly what some need. In today’s remote-friendly work environment, myriad options avail themselves. As a broker, your first task is to assess the kind of office space your team needs. 

“When an agent or two comes to me and says we need an office, I try to figure out if two people—or 25—want that, so I ask around a bit,” says Jeff Samuels, SVP-Regional Manager of the Northern California region of The Agency. “I ask if we’re missing anything right now and if they’d prefer an office or a few free lunches each week. It’s one or the other,” he continues. 

For a compromise that can be ideal if you’re starting out, consider a coworking space, he suggests. “You can collaborate with people not in your industry and meet potential clients.”

Focus on your mission

Know your company’s niche, Samuels advises. The Agency is a global luxury boutique brokerage, he explains. So, when setting up an office, he makes sure each decision aligns with those three qualities: luxury, boutique and global. That’s why he knew opening an office in tony and charming downtown Los Altos, Calif., made business sense. 

Weigh visibility versus space

You’ll need to choose between a smaller office—possibly in a more centralized location— and a larger office further afield, figuring out which makes most sense for your business. Both types have pros and cons, says Samuels, whose region includes a mix of boutiques and larger spaces. 

He explains that a busy downtown street location can serve as a billboard, promoting your brand and helping your team connect with the local community. On the other hand, a larger office could serve as a regional hub and offer ample parking and space for private offices and meeting rooms. The Agency office in Alamo, Calif., embodies this style, and is ideal for hosting larger get-togethers, like regional meetings.

Remember your mission, as well, and note that a smaller space might work better for your needs. Smaller spaces feel lively and breed collaboration, he adds. One case in point: the 1800-square-foot downtown office he just opened in Berkeley, Calif., has a cafe-style rather than an office-like feel. Vibrant and inspiring, team members pop in and out, rather than working at assigned desks. 

Either way, make sure the location is as central to your agents as possible, urges Alex Platt, broker associate and principal agent at Compass, who just opened the brand’s Delray Beach, Fla., office. “If they’re 20 or 30 minutes away, they won’t come in if they have an appointment in the other direction,” he says.

Try to accommodate your entire team

When figuring out how much space you need, plan on enough seats for everyone, recommends Platt. “That’s seats, not desks,” he clarifies. “It’s very rare everyone will come in and work at the same time. You don’t need a desk for every agent, but you do need a large space so that when everyone meets, there’s enough space.” That’s why Hatcher insisted on a conference room with enough seating for her entire team. 

But be economical

Don’t overspend on space, Samuels recommends, noting an overly large office could feel like a ghost town or be financially onerous. To defray your costs, take a cue from Hatcher, who rents out two desks in her office: one to a construction team and the other to a maintenance company. 

Build it Out

To optimize the use of your space, make sure you think intentionally about how to use it.

Include these zones

If you’re going for a full-on brick-and-mortar space, plan accordingly to make sure you maximize the use of the square footage. Plan on a reception area, conference room, open workspace, walk-in closet (for swag, signage and brochures), kitchen, bathroom, and printer area plus smaller more private workspaces and, ideally, outdoor space and parking. While Hatcher’s office features a screened-in front porch, The Agency’s Berkeley office includes a backyard. These outdoor areas increase the workspace, enabling agents to take calls without disturbing their colleagues.

Balance closed and open, fixed and flexible space

Aim for open space for collaboration plus closed rooms for concentration and private conversations, suggests Samuels. When it comes to private offices or permanent desks, consider them for office managers or other staffers who work in the office full-time, suggest Hatcher and Platt. Otherwise, since agents rarely work in the office all the time and simultaneously, include ample unassigned “jump” desks and open tables. Distribute these workspaces throughout closed and open areas. That way, when an agent wants to socialize and brainstorm with other agents, they can choose a desk in the bullpen. However, if they’re negotiating over the phone or trying to focus on writing a listing description, they can head to a smaller, quiet room with a door that closes. 

Offer amenities

“We want to make the office inviting, so people feel at home and want to come in,” says Platt. So, make sure your office is pleasant and comfortable and includes desirable items. Think: a commercial black and white printer stocked with plenty of ink and paper; reliable Wi-Fi, and ample snacks and drinks. 

National Association of REALTORS®
Reprinted with permission

You can’t expect an agent to meet a goal they don’t know exists. Establish expectations early, and reiterate them often.

Carey Murcin, associate broker at Meservier & Associates in Auburn, Maine, sees a lot of agents moving from company to company. 

“I can only guess they are looking for something that they feel is not being provided at their current brokerage,” she says. “Expectations, of course, come into play. Agents need to know and align with what is expected of them, and what they can expect from their agency.” 

Brokers are responsible for setting and relaying clear expectations for their agents. When this is done effectively, agents understand exactly how they need to perform to meet those expectations. Once an agent is on board with what’s expected of them, they can communicate better with their clients. Clear expectations from the top trickle down to the customer. 

It’s when communication from the broker to the agent is murky that things go amiss, which can cause issues both internally and with clients. In an industry that centers around helping customers make a major purchase—oftentimes the largest purchase of their lives—crystal-clear expectations, communicated effectively, are a necessity.

“From beginning to end, regardless if you are working with a buyer or a seller, they need to know what is expected of them, what they can expect of their agent, and what to expect from the process in general,” she says.

Setting Your Office Up for Success

A 2023 Gallup poll shows that nearly half of all U.S. employees don’t know what’s expected of them at work. This applies whether an employee is remote, hybrid or in the office. 

Lynsey Engels, CRS, AHWD, president of the Mel Foster Co. in Bettendorf, Iowa, says she makes sure her company—from leadership and management to staffers and agents—is communicating expectations on every level. Leadership communicates to management, management to staff members, and staffers to agents. And when it’s done right internally, it trickles down to the clients as well.

Part of communicating effectively and making sure expectations match the needs of the business is keeping everyone up-to-date on changes. Engels takes this seriously and makes it a point to “educate everyone on significant changes,” she says. She has more than 150 agents and 20 managers in locations across Iowa and Illinois.

She also focuses on providing training and inviting experts to speak to her office, ensuring her agents and staff are updated on industry or industry-adjacent best practices. The experts include a host of attorneys they work with, who often speak to the various liabilities agents might face in the field. 

The goal, she says, is to make sure her agents have what they need to do their jobs well, which then makes the customer feel comfortable with the agent representing them in the transaction. 

Make Sure Everyone Is on the Same Page

Murcin believes there are certain steps to ensuring agents have a clear understanding of a broker or owner’s expectations for them and their businesses. Likewise, it’s important that brokers understand the expectations and goals of their agents.

Make Sure Agent Expectations Align With Yours

As a broker, it’s important to ensure your agents’ business goals align with what you envision for your brokerage. Not all agents have the same goals for their business, and that’s OK, says Engels. But it’s useless to set expectations and then find out your agents’ goals don’t align with your own at all. That’s essentially setting yourself and your agent up for failure.

Have a conversation with your agent first, to make sure you can help them reach their goals and that they can help your business reach its milestones as well.

Communicate Effectively

1. Keep it simple. It all comes down to how information is communicated. Simple, clear communication goes a long way. “Be direct with expectations even if you are worried there will be resistance,” Murcin says. 
2. Give context. “Explain why the expectations are what they are and what benefit it has to the overall structure of the company and how it will, in the end, help everyone succeed.”
3. Be flexible. “Always be open to reevaluation of the expectations and keep an open dialogue with your people. Do they still make sense? Are they still serving the purpose intended? If not, be open to change.”
4. Come up with a plan for unmet expectations. The reality is that even if goals are clearly set and articulated, sometimes someone misses the mark. “Missed expectations can be very disappointing, especially when you take pride in your profession,” Murcin says. Build in space for error and a plan to help agents get back on track. 

Help Agents Set Expectations for Customers

Expectations aren’t just for the broker-agent relationship, though. It’s also important for an agent to have reasonable and realistic expecations for their customers. Murcin says they should keep in mind that buying or selling a home is not an everyday occurrence for a customer, and agents would do well to keep that in mind. As such, the customer’s knowledge of the intricacies of the transaction is limited. 

“Setting realistic expectations from the start is helpful to avoid the emotional roller coaster that can be buying or selling a home,” she says. Brokers can help agents by helping explain what they can and cannot expect a customer to understand about the process. This can then help agents serve their customers in a way that instills trust and conveys value.

Setting clear expectations is an important part of ensuring success for the brokerage at all levels. It is one of the best ways to make sure everyone is held accountable for their responsibilities.

National Association of REALTORS®
Reprinted with permission