A Thoughtful Look at Building a Team
I have spoken with several agents recently who are debating whether it is the right time to grow their team. Every situation is different, and every agent has a unique mix of goals, strengths, and pressures, yet the questions behind the decision are often the same. Below are three examples that came up in recent conversations.
One agent with more than fifteen years in the business wants to focus on a specific price point and hand off anything below that range to a junior team member.
Another feels close to burnout, and needs support before their business becomes unsustainable.
A third wants to expand into Brooklyn, but their network is almost entirely Manhattan based.
All of these are valid reasons to consider bringing on a team member. When agents talk to me about team building, I usually take a fairly conservative approach. Once the “why” is clear, we also talk about the “why not,” or sometimes the “why not yet.” The goal is not to slow down your growth. The goal is to make sure the decision is strategic, well timed, and supported by the right operational structure. A team can absolutely help you scale, but only if the foundation is solid.
Here are a few common issues that can create tension between a lead agent and a new hire.
The lead agent is not interested in mentoring or training, even though many agents, including experienced ones, look for guidance.
The lead agent may be a poor communicator, a micromanager, or someone who holds unrealistic expectations, and those habits could lead to burnout.
The lead agent is unwilling to offer a fair split that is commensurate with the level of responsibility they expect of their new team member.
They do not have a consistent flow of leads, which can make financial stability difficult for a new team member.
On the other hand, here are a few ways to set the relationship up for long term success.
Take the time to create the organizational tools and systems you want your team to use. Clear structure helps new hires thrive, and it ensures that your business is handled with the level of care you expect.
Do not rush to hire. Speak to references, take them to a meal, bring candidates to a few showings, and observe how it feels to be in conversation with them. The relationship matters just as much as the résumé.
Once they join your team, map out their goals, and help hold them accountable. Offer support, consistency, and opportunities to problem solve together.
Set recurring 1:1’s that go beyond transaction updates, and create time to build a personal relationship.
For many agents, this is the moment when real estate operations help becomes valuable. Team building is not simply a hiring decision. It is an operations decision, a leadership decision, and a systems decision. When the structure is missing, team friction grows. When the structure is strong, the entire business becomes more stable, more productive, and more enjoyable.
If you want to talk through what expansion might look like for your business, or if you feel like you could use more strategic real estate business support as you grow, I’m always happy to explore it with you. Reach out via email here. You can also click here to learn more about the types of operational support I offer to New York City-based (and beyond) real estate agents here.
