Teams are not one-size-fits-all, writes new contributor Ashley Jankovic. An agent’s success is directly related to the coordination of the agent’s role, not the team model.
Joining a team can sometimes feel like you’re chasing the next shiny object, or like the best route to more leads, faster growth, more support, and more opportunities. For many agents, that’s true, at least initially.
However, over time, agents may start to feel stuck, burnt out, or just quietly dissatisfied with the roles they’ve been assigned or taken. In that case, it is easy to think that there is a problem with the team model. Often it’s not the structure of the team. It’s a role adjustment.
A real estate team is a multi-seat business, each requiring different strengths and personalities. The real question is not whether to join a team or go solo. It’s about whether you’re sitting in a role that matches your actual working style.
The four most common roles in real estate teams
While every team has its own unique structure, most teams include some version of the four common roles. Challenges tend to increase when agents sit in seats that don’t align with their interests and natural strengths. There are four roles:
rainmaker or visionary
This role focuses on and develops strategy and growth. They typically enjoy things like recruiting, partnerships, branding, and building something bigger than themselves. These agents can become burnt out in production environments and in-depth transaction management.
Lead agent or closer
These team members love working with clients and excel at communication, negotiation, and contract management. Closers like structure, which builds momentum. Don’t expect this person to build systems or manage your business. This can lead to stress and loss of motivation.
Operational or system role
This seat is the backbone of your business and keeps your daily operations running smoothly. Systems-oriented professionals are organized, process-driven, and consistent. They bring stability to the team. This role doesn’t want to be measured by sales metrics or forced into a lead generation position.
Support or specialist role
Showing agents, listing coordinators, assistants, and marketing specialists fall into this category. These roles are essential but often misunderstood. They should not be evaluated using the same benchmarks as operationally focused agents.
The team understands that no one role is better than another. All you need is a diverse skill set and the right people to fill the seats.
How to find out where you really belong
Many agents and team leaders try to answer this question by comparing themselves to top producers or taking personality tests. A simpler approach is to pay attention to stress and energy.
Ask yourself:
What parts of the day give me energy and what parts drain me? Do I perform better with autonomy or with clear structure? Do I enjoy building and running within systems? Am I more motivated by the potential for growth or predictable income?
If customer commitments energize you, but creating business plans drains you, a closer role may be a better fit. If you’re excited about improving your workflow, but find negotiation frustrating, operations may be your strength. The goal is to be clear and not force yourself into a role that just looks good on paper.
Why misalignment creates friction in teams
Team frustrations usually don’t start with leadership, division, or leading. They begin when expectations don’t match reality.
Support roles require more independence and autonomy, but are valued in the same way as top producers. Rainmaker feels he has stayed in production for too long and has been kept away from the work he truly loves. Agents join the team as lead generators, but the reality is that consistency is required.
Over time, frustration replaces momentum. Communication becomes strained. When the real problem is coordination rather than effort, agents begin to question the model.
How to correct course without building bridges
If you’re currently on a team and are feeling disharmony, the solution doesn’t have to be to leave the team. It starts with honest conversations with leaders.
Before you take action, ask:
Is there another role on this team that better suits my strengths? Can I adjust my responsibilities before renegotiating compensation? Am I trying to grow in a seat that was never designed for me?
Strong teams evolve. Strong leaders understand that the right role can change over time, and when adjustments are not possible, it is far better to retire intentionally with clarity and professionalism than to retire late.
conclusion
Successful teams aren’t built on titles or production numbers. These are built on correct placement.
If you are considering joining a team, or are already on a team, the question to ask is not whether the team is right or wrong. Start by asking if you’re in the right seat. Because when the role is right, everything falls into place and works better.
Ashley Jankovic is an agent with Berkshire Hathaway HomeServices PenFed Realty in Clarksville, Tennessee. Connect with her on Facebook and Instagram.
