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

Though both parties might balk at learning from one another, brokers can set the tone and relay the mutual benefit of working together.

When he entered the real estate industry 10 years ago, Michael Biryla, team lead of The Mike Biryla Team at The Agency in New York, joined the team of a more established agent and worked open houses. Much has changed since then though.

Newer agents might be more comfortable with technology and remote work, while seasoned agents lean heavily on their established networks and time-tested ways of generating business. Managing new and seasoned agents can be challenging with such different approaches. To bridge those gaps, “you have to be willing to mix the old with the new,” says Dawn David, licensed associate real estate broker at Corcoran in New York. “Aim for the middle ground and be versatile, since different methods work for different situations and in different times.”

Show You Understand the Need for Both Perspectives

First, embrace both styles yourself. Camaraderie and cohesion among agents start with the example you set as the broker. “Brokers should recognize the value the old and new guard bring to the table,” says Vanessa Pierce, managing broker at Coldwell Banker Realty in Winter Springs and Oviedo, Fla. New agents can encourage experienced agents to try different approaches, she adds, while more established agents can offer perspective and success stories. “It’s good to hear from both sides of the table.”

“I look at everything as a coaching opportunity,” says Julie Jenkins, the broker of record at EXIT REALTY in Ontario, Canada. If an agent says they won’t try something, she’ll ask why not and offer to help them work through it. Sometimes, agents just need a little support—and a push—to make some changes. Then, once the agent tries the new approach, it’s a good idea to follow up on a regular basis to make sure they’re not struggling, David advises.

David says she’ll use herself as an example when encouraging seasoned agents to learn something new from a less experienced agent. “I always like to put myself in people’s shoes and say, ‘When I did this 100 years ago…,’” following with an anecdote. She’s the first to admit to her team when she’s having trouble learning a new technology, she says.

Meet Agents Where They Are

“Lean into your agents’ strong suits and highlight their attributes instead of what they lack,” Biryla says.

She encourages agents to focus on their strengths and dip into less familiar waters simultaneously. For example, one of Biryla’s agents previously worked in television, so Biryla encouraged him to call those contacts and meet them for lunch. Since this agent is not a fan of social media, Biryla suggested he post pre-formatted, pre-curated content just once a week. “So, he’s using tech, but it doesn’t overwhelm him or make him feel defeated. Calling and meeting his old friends is the best use of his resources.”

Debunk Myths

Sometimes, newer agents are skeptical of more traditional approaches. Here’s how brokers explain their value.

• In-person meetings: Many newer agents believe they can do everything from coffee shops or home, says Biryla. He believes that’s a misconception. “When you come to the office, you’ll hear about a property coming up, which you would never know about just from 30-minute Zoom meetings.” Plus, you learn the nuances of the industry, he adds. He also believes it’s easier to have hard conversations in person.
• Cold calling: “People think cold calling is a waste of time, but it’s a lost art,” Biryla stresses, noting it helps agents develop discipline, patience and resilience. “The one misconception I hear all the time is that listings fall into my lap. Agents don’t realize I probably spoke to that person for the first time nine months ago and followed up.”
• Print marketing: “You never know where your buyer will come from,” says Biryla, who splits his efforts between print and digital. One of his most successful strategies is sending physical mailers to builders. “I got a listing two months ago from someone who kept my mailing from two years ago,” he reveals.
• Slow down and write it out: “We are in such a fast-moving environment and people do things at record-breaking speed,” says David. “A lot of times it seems there isn’t time to get everything in writing. But slow it down and document everything.” Recently, she verbally conveyed a seller’s response to a buyer. Later, the seller worried his message had been miscommunicated—and David wished she’d emailed or texted the seller’s response to the buyer instead.

Similarly, seasoned agents are bound to have misconceptions about the usefulness of things like technology and social media. For these reasons, when there’s a meeting or training, Jenkins tries to sit agents together who can teach each other. “I try to foster a team-like atmosphere where we’re all in this together,” she says. Similarly, Pierce encourages her seasoned agents to become office mentors.

As the broker, fostering that kind of atmosphere, rather than letting differences fester into potential issues, is a terrific way to set the tone between seasoned and newer agents. 

National Association of REALTORS®
Reprinted with permission

Recognition goes a long way to building loyalty and esteem.

Christina Pappas, president of The Keys Company in South Florida, celebrates the successes of her agents and staff as part of their business culture. Pappas believes doing so builds a collaborative brokerage. 

“It’s the heart of our success, and we continue to find ways to do it,” she says.

One of her favorite quotes from Napoleon is, “Give me enough medals, and I’ll win you any war,” and she believes that consistent acknowledgment of her agents and staff members helps reach business goals and build camaraderie.

To thank those who have been at the company for five, ten and fifteen years, Pappas and her father and CEO, Mike Pappas, hand out plaques and gifts. They also give handwritten work anniversary cards to their agents and employees, as well as birthday cards. “In August, I did over 400 cards, with 30 people with over 20 years with us just that month,” she says.

They were so appreciative of those celebrating their 40 years with The Keyes Company and Illustrated Properties, Miami, that they sent them on a cruise. Everyone wants to be appreciated and acknowledged. Celebrating the successes and milestones of agents and staff can foster loyalty, job satisfaction and motivation.

A 2024 Quantum Workplace study found that employees were 31% less likely to leave the company when their leaders had a formalized plan for recognition. Business outcomes for individuals who received regular recognition from their superiors increased by 12%. In short, recognition is a small act that could reap big rewards.

“We celebrate everything,” Pappas says. “Our culture is a really warm welcome and family feel.”

Make It Organic

After leaving a large franchise, Katie Beamon opened her agency, Home Love Colorado Real Estate, in Fort Collins two years ago. She convinced a fellow franchise agent, Coy Wylie, to join her as co-owner and managing broker. He brought his daughter, a licensed agent, with him. Beamon says her goals for her office of six include their excitement about their careers and a focus on customer service.

“It doesn’t matter what the market is doing or how many deals we do,” she says. “We are happy, content and passionate. You build a space they can do their best in, love their families and communities and build something they are proud of and contribute to.”

She offers recognition and fosters team spirit through in-person get-togethers—usually held at a local bar for happy hour—and the team loves throwing parties throughout the week to celebrate successes.

“We gather for a drink and a meal. We do sing-along Christmas parties with friends and family. We are centered around music, either playing it or going to hear it. In fact, Wylie is a lead guitarist in a band, and they all go as a group to listen and support him.

She shies away from empty compliments and opts instead for heartfelt one-on-ones, which give her the chance to learn about her team members’ “why.” Once she knows what they’re working toward, she helps them advance their careers so they can achieve their goals.

Small Gestures, Big Impact

With over 3,500 agents and 45 offices throughout six counties in Florida, Pappas has many milestones and accomplishments to keep track of, but she’s committed to doing so. For instance, if someone has a baby, the brokerage sends food and gifts. She and her father hand out annual awards each year for their associates. They also visit each of the 45 offices in the summertime and give out what they call “half-time” awards.

“We start in early June and do two offices a day to celebrate everyone with an entire theme throughout the year, which is Rise with the Tide this year. We bring in a photographer for updated headshots, too,” she says. Pappas wants the celebration to extend to all members of team members, so she encourages the offices to set up a breakfast or lunch for agents and employees.

“It’s just about re-engaging with our associates and meeting them where they are. We spend two hours with them,” she says. 
Celebrating milestones and successes should be part of your office culture, but it doesn’t have to be complicated. Here are Beamon and Pappas’ ideas for celebrating your company and your people:

• Find and apply to industry awards programs. “Our public relations and marketing firm look hard at all award opportunities in the industry,” Pappas says. “The applications are filled out and we put our associates and employees up for various awards.” For awards like the Best of the Best or Top 30 in the industry, voting is necessary. Pappas makes sure those who are nominated know the team is behind them. The brokerage uses social media to garner votes and awareness. “We really embrace our agents’ successes,” she says.
• Be vocal about milestones. “Every human needs to be seen,” Beamon says. “We call our agents every closing, and every single closing gets a Facebook post, so they don’t have to remember to do it.” This is a simple acknowledgment that makes an agent feel seen.
• Build celebration into your leadership style. Pappas and her father have long relied on handwritten notes, face-to-face recognition and other types of acknowledgments, which let agents know their work and presence are appreciated.
• Listen. Sometimes, acknowledgment comes in the form of listening. “People just need to be there and try not to fix everything,” Beamon says. “You get beat up in this industry. As a leader, you are the therapist, the brother, the sister. You have to be so many things.”

National Association of REALTORS®
Reprinted with permission

The right documentation is needed for compliance purposes and to make sure everyone in your office is on the same page about standards of practice.

For brokers, the right paperwork is essential for compliance with rules and regulations and for guiding agents and staff. Fortunately, you don’t need to reinvent the wheel when putting these materials together. Between the National Association of REALTORS®, your state and local real estate boards, and your brokerage franchise if you’re a part of one, you should be able to find all the necessary forms and templates needed.

“There are so many resources available, I would not start with a blank canvas,” says Russell McGuire, GRI, broker-owner of Exit Lubbock in Lubbock, Texas. “When you work off a template, it will include things you wouldn’t have thought of.”

When he founded the FI Real Estate Brokerage LLC in Miami in 2022, CEO Filippo Incorvaia consulted NAR for general guidance and Miami REALTORS® for more localized materials. He also hired a real estate lawyer to help him put together his documents. Set your brokerage up for success by ensuring you have all the required documents and helpful documents to keep your office in compliance and help your agents succeed.

Build a System

Without an airtight setup, papers can accumulate and lead to chaos rather than order. Consider these suggestions when creating a structure for your paperwork.

• Real estate transaction management software is a must: “The key to success is being organized and two steps ahead,” says Incorvaia. To manage all documents, including the most up-to-date state forms, both he and McGuire use dotloop, now part of ShowingTime. “In Texas, we’re required to maintain all records for four years,” says McGuire. “If a client came back in three years and 11 months and said they don’t think they received the proper forms, we would need to find their file and show them. With this system, we can do that. We just type in the address versus going through file cabinets.”
• Form a company hub: At Sovereign Realty & Management LLC in Atlanta, CEO and broker Karen Hatcher ensures agents and staff have access to a company intranet through a Google workspace. There, they can access all documents, forms and templates they might need, including training, policies, listing consultation templates and recorded meetings. After orientation, new agents and staffers sign off that they’ve read all the required materials.
• Hire a dedicated compliance person: After agents submit their forms via dotloop, McGuire’s compliance officer checks them for completion. If they’re missing information, the officer returns the documents to the agent to correct.

Create and Compile Your Forms

Consider the list below a rough guideline, since the materials you’ll need will vary by state and by brokerage. Plus, your paperwork shouldn’t be set in stone, say Incorvaia and McGuire. Expect to continually refine your documents as the need arises.

Required Forms

Often, you’ll need the following:

• Independent contractor agreement: Required by the IRS and helpful for state law purposes, this form defines agents as independent contractors rather than employees and specifies you’ll send them a 1099 form for tax purposes. 
• W9 form: Agents must complete this federal form for tax purposes. As the broker, it is your responsibility to make sure this form is on file. 
• Form acknowledging understanding: Whether called a “Statement of Understanding” or a “Corporate Policy Receipt and Acknowledgement,” this document demonstrates that your agents were made aware of key policies and their independent contractor status. 
• Policy and procedures manual: This office handbook is a road map for agents, spelling out the workings of the brokerage and how they should conduct themselves, McGuire says. The document should include the main office address, office hours, codes of conduct and of ethics, continuing education options and requirements, marketing guidelines and requirements, and more. Since Incorvaia wanted to produce a manual “people would read,” he limited the length to eight pages. For a starting point, use NAR’s tips or check with your brokerage franchise or state or local real estate board for examples, McGuire suggests. Then, review and update this document when needed to ensure you’re continually compliant.
• Compensation schedule: This document spells out payment terms for your agents. 
• ACH and direct deposit forms: These forms help expedite payment to your agents. 

Other Forms 

Proprietary forms are also needed to help foster brokerage culture and best practices for agents. Here are a few you might consider. 

• Mission and culture: Incorvaia created a two-page guide to express his brokerage’s philosophy and core beliefs, which include professionalism, integrity, collaboration, respect and inclusivity, among other qualities. “It helps make sure the team is aligned on fundamental ethics and morals,” he says. 
• New agent manual: When agents join, McGuire presents them with a new agent manual in a binder. The manual covers what they need to get started, from office logistics to an eight-week plan for jumpstarting their real estate career. They’ll learn how to upload their photo and bio on relevant websites and get guidance on what video training to take. Plus, they’ll be able to see examples of sample contracts.
• Marketing manual: This document should cover everything an agent might need for an online presence, social media, and in-person marketing. This includes branding standards, including logos, fonts, and colors, along with details about relevant state and brokerage requirements. For instance, real estate ads in Texas must comply with a minimum font size, McGuire says. If you don’t have this kind of guide and don’t know where to start, consider hiring a branding company to create a guide and ask them to include templates and premade marketing campaigns for agents to customize. For NAR members who plan to use the REATLOR® logo or terminology, the association provides the Membership Marks Manual as a guide to ensure proper use.  
• New hire form: Incorvaia created and uses a new-hire form, similar to an application at a traditional job, to collect information on job applicants and prospective agents. 
• New agent checklist: Incorvaia gives new agents a to-do list to complete when they join. There are forms to fill out and necessary documents to upload as a new agent; the checklist outlines all of them.

Additional Resources

NAR offers an abundance of resources for brokers and agents. Whether you’re just starting out, need to update something or provide agents with resources, these are available:

• Being a broker: an overview of what is required to get started as a broker, with a list of resources.
• Office policy manuals: a guide to creating an office policy manual, with a how-to guide and a sample manual.
• Managing your office: a list of resources on topics like managing brokers, best practices for sales meetings and creating office culture.
• Managing business records effectively: a video from NAR’s legal team on best practices for managing records. 

National Association of REALTORS®
Reprinted with permission

Your plan should be flexible enough to pivot as the industry evolves and cater to the needs of your agents.

Insufficient agent training and support are partly to blame for the attrition rate in real estate, says April Harrington, broker-owner at EXIT Real Estate Experts in Old Hickory, Tenn. That’s why it’s essential to finetune your educational offerings. Along with differentiating your brokerage, top notch training will facilitate your agents’—and firm’s—success. Here’s the lowdown on what, when and how to teach your team.

What to teach

Sure, your agents learned the basics while getting their real estate license, but their training really doesn’t begin until their in the field. Along with the obvious—helping them navigate challenges like difficult negotiations, contracts and fair housing regulations—here’s the type of content to provide to help them further their careers. 

Develop a general curriculum

To help agents hit the ground running, EXIT Real Estate Experts offers a four-week “Masters” program on a quarterly basis. A “bridge between real estate school and the practical application of this job,” as Harrington describes it, the program consists of about 10 real-time Zoom and in-person classes. Topics include everything from business planning, time-blocking and taxes to working with buyers and sellers—things all agents need to know to succeed in the business. 

Continually update materials

Each time they’re about to run the program, Harrington and her broker colleagues review and update the materials. “There are always new ideas and rule changes,” she says. “The program evolves with us.” Along with tweaking lessons, they take turns teaching specific classes, since each of them offers a different perspective on the material. “If you took my buyers class last time, my managing broker might teach it this time,” she says. As a result, many of her agents repeat the program several times, because the refreshed content adds valuable context for them.

Give agents what they want

Agents want to learn about more than buying and selling residential real estate, says Harrington. To help them expand their knowledge, EXIT Real Estate Experts offers monthly courses on topics like property management and investment properties. They also offer ongoing courses that evolve with technology, helping agents manage their CRM, social media and more. An in-person tech meet-up, gives agents the opportunity to bring their devices and ask questions.

What agents don’t want is to be overloaded with information before they need it, points out Tali Berzak, an associate broker with The Berzak Metcalf Team at Compass in  New York, NY. That’s why she waits for the appropriate moment in an agent’s career before teaching them skills like assembling a package for a condo or co-op board.

Train the whole person

“Don’t just focus on what an agent needs—they’re a whole human,” says Harrington. To round out its educational offerings, EXIT Real Estate Experts offers a “Pivot Your Mindset” class monthly. Instead of focusing on real estate, these sessions center around “how to live in abundance and joy.” Typically taught by a life coach, they explore psychological topics, such as personality profiles, affirmations and an abundance mindset.   

Offer an exclusive series

Agents who’ve taken the EXIT Real Estate Experts’ “Champion” accountability series progress particularly quickly in their careers, notes Harrington. The most recent graduate reaped two buyer clients, one renter client and a listing by the end of the series. The 13-week program is offered to two agents at a time because it is so time intensive and hands-on for Harrington and her broker colleagues. Agents show interes by filling out an application. 

When to Teach

As far as the ideal time of day for training, there’s no universal rule. After all, while some agents are larks, others are night owls. What’s most important is sprinkling in opportunities for learning at the right points in their careers. 

Encourage advance training

Training is a great recruitment tool, and when you offer it to prospective agents, you’re not only setting them up for success, but you’re showing them you’re invested in their development. 

EXIT Real Estate Experts invites agents interested in working there to complete the Masters curriculum during real estate school. As a result, they’re up to speed by their first workday. “By then, training is mostly a matter of practice and handholding,” Harrington notes.

Throw agents into the pool 

Often, information won’t register with new agents until they can apply what they’ve learned, says Berzak. That’s why she prefers pushing them into the field early, rather than waiting until after a formal training is completed. “It’s much better if they come back to me with questions versus me just telling them information. The only way they’ll learn is if they do it.”

Then offer impromptu lessons on an ongoing basis

Instead of “training,” which she finds overly structured, Berzak observes her agents to see where they’re struggling. Then, while meeting with them one-on-one, she’ll offer guidance. Sometimes, she’ll provide constructive feedback. Other times, she’ll work with them to cultivate a new skill, like negotiations or presentations.

How to Teach

Your agents will differ in terms of how they learn best. So, when devising a training plan, first ask yourself which types of training you would have preferred in their position. Then combine that overall empathetic approach with what you feel would work best for each agent’s personality and goals. 

Build a learning development plan for each agent

To help agents grow, work with them on individualized learning development plans in a one-on-one setting, counsels Ruth Gotian, Ed.D, chief learning officer and associate professor of education in anesthesiology at Weill Cornell Medicine. Start with where they are and where they want to go, she suggests. Then, reverse-engineer that path, determining which skills they need to learn to get there and how they’ll acquire them.

Break it up

“You can’t lecture for four hours—people need breaks,” says Gotian. She advocates teaching for about 15 minutes, then segueing to unstructured time. During this period, agents can take breaks and work on group projects to apply information. “They can learn from each other because there will be a diversity of perspectives,” she adds.  

Make it convenient

“Be considerate of part- and full-time agents, urges Harrington. It’s also important to acknowledge that not all agents will be available at the same time, and if your brokerage serves a large area, your agents are likely to be spread out. That’s why EXIT Real Estate Experts Masters classes are held on weeknights and Saturdays. Any off-site classes are conducted in centrally located areas with ample parking, and in-person sessions are catered. Schedule courses around brunch, lunch, or dinner, she suggests. 

Provide info in different forms

Everyone learns and processes information differently, says Gotian. “So having one solution will not work. If you lecture, you’ll probably lose 70% of the people.” To ensure you maximize the effectiveness of your training offeringst, she suggests a mix: for instance, a lecture, online course, selection of articles, podcast and webinar. “Everyone will gravitate towards something different, so this way, there’s a higher likelihood you’ll reach people.”

National Association of REALTORS®
Reprinted with permission