High-level consultant Chris Pollinger writes that bringing in a bunch of mediocre agents won’t improve brokerage operations. It will only cause more headaches for you.
As we look forward to what it will take to thrive in 2025, Inman praises strong indie brokers. We spent the entire month of December looking at how independent brokers are adapting to the post-commission payments landscape, and what new tools and platforms are emerging to give indies a competitive advantage. Let’s dig into it.
If you’re a real estate broker and think the solution to the brokerage woes is to hire more agents, stop there. It’s not the number of agents that you need. It’s better. If it stings, that’s fine. Because the truth hurts before it sets you free.
Let’s be honest: Most brokerage firms are mediocre and bloated. Sure, recruiting warm talent to grow your agent roster may boost your self-esteem in the short term, but it’s a sugar high. The problem isn’t the number of agents in the office. It’s the quality of the agents you lead. And deep down, you know it too.
You’ve probably seen that the top 20 percent carry the weight of the other 80 percent. We’ve all had deals fall through because someone on the team lacked the skill, discipline, or follow-through to close the deal.
But it’s important to note that this is not just an agent issue. It’s about you. Accepting this reality is not easy. It’s like grieving the loss of a comfortable lie. So let’s take a look at the 5 Stages of Grief, Broker Edition.
1. Negative: “Hiring more agents will solve the problem.”
This is a trap. You tell yourself that more people will mean more deals, more revenue, and less stress. But there’s some math here that I don’t want to face. Doubling the number of mediocre agents does not double productivity. My headache doubles.
Recruiting people to fix a broken system is like putting lipstick on a pig. If your current agent isn’t doing well, why do you think your new agent will be successful? (Spoiler alert: They won’t.)
2. Anger: “Why isn’t my agent working?”
At this stage, you start blaming the agent. they are lazy. they don’t listen. They have no perspective. It’s easy to point fingers, but let’s be real. Who hired them? Who trained them (or not)? Who set the standards that we are not meeting?
It’s time to hold a mirror to yourself. Agents reflect your leadership. If you’re seeing poor performance, it’s because you’re not equipped.
3. Negotiation: “If I offered more leads or a higher split…”
This is where brokers start throwing money at the problem. Lead. technology tools. marketing budget. Higher fee splits. But let me ask you a question here. When was the last time a shiny new CRM turned an underachiever into a rock star? Never.
Instead of buying peace of mind, invest your time and energy into actual training. Give your agents the skills to not just exist in the market, but dominate it. If the deal hasn’t closed, a higher split is fine.
4. Depression: “I don’t know if I can fix this.”
This is the lowest point where the weight of a brokerage’s poor performance is felt. But the thing is, it can be fixed. It starts with accepting the hard truth. Being a good broker is not about being liked or popular. It’s about holding your agents to a high standard and holding yourself to an even higher standard.
We have to stop enabling mediocrity. Agents who resist growth and responsibility? Let them go. They are dead weight. Those who remain? Turn them into murderers.
5. Acceptance: “We need to make our agents better.”
This is the groundbreaking point. You realize that a brokerage’s success depends on quality, not quantity. Raising standards is not a good idea. That’s the only thought.
Raising the bar: How to create better agents
So what does raising standards look like in the real world? It’s not just motivational speeches and Kumbaya moments. It’s gritty, unpleasant, and relentless.
Here’s how:
Set clear expectations with teeth
Mediocrity thrives in ambiguity. Define what success looks like in a brokerage firm. Write everything down on paper, including the prospect’s quotas, trading goals, and professional conduct. Then force it. There are no exceptions or excuses.
invest in real training
Most agents don’t fail because they’re lazy. They fail because they are immature. Make training a non-negotiable part of your culture, including role-playing, handling objections, and negotiation tactics. Also, don’t just hire a trainer once a year for a photoshoot. Make it continuous and mandatory.
hold agents accountable
Accountability is not micromanagement. That’s leadership. If your agent isn’t meeting your expectations, have a tough conversation. If it doesn’t improve, cut off the relationship. Your brokerage firm is not a charity.
lead by example
Your agent will never exceed your commitment level. If you aren’t pushing yourself to learn, grow, and innovate, why should you? Be the leader they want to emulate.
Broker earnings
No more agents needed. You need a team of experts who can dominate the market with skill, confidence and results. Recruitment is easy. Building is difficult. But buildings are what create longevity, profitability, and an intermediary that stands out in a sea of mediocrity.
Stop chasing quantity and start improving quality. Accept that your expenses are up to you and commit to producing the best agents on the market. It’s not easy, but there’s nothing worth getting so far.
The final secret: Once you build a high-performing team, recruiting will take care of itself. Agents are eager to join the momentum you’re creating. By doing so, you can increase your team’s success.
Chris Pollinger, founder and managing partner of RE Luxe Leaders, is a strategic advisor to the elite in the luxury real estate business. He is an advisor, national speaker, consultant, and leadership coach. Learn more about our consulting, coaching and advisory programs at RELuxeLeaders.com.
