All successful agents hit a plateau at some point. For me, there came a moment when 50-60 hour work weeks became the norm and I realized that growing the business wasn’t the issue. There was capacity. There was no need for any more haste. I needed structure. If I want to grow my business intentionally and sustainably, I can’t do it alone.
Expanding my business wasn’t an expansion for its own sake. It was about building structures, delivering value, and treating real estate as a business.
If you’re wondering if it’s time to grow beyond the solo agent model, here are five lessons I learned about building teams that actually last.
Recognize growth beyond being a solo model
The first sign you need a team isn’t that you’re busy, it’s that you’re reaching your capacity.
Team building should be driven by competency and service. If your current structure is limiting your ability to serve your clients well or think long-term, it’s time to create support. In my case, I realized that I couldn’t continue to provide a high-level client experience, especially in the luxury space, if I was immersed in back-end work.
Make your first hire strategic rather than emotional
Your first hire will take the hassle out of day-to-day tasks and allow you to focus on generating revenue and building relationships.
Before making your first hire, ask yourself the following questions:
What tasks are time-consuming but don’t require the best skillset? Where am I constantly falling behind? What features can I get better at that will immediately improve the client experience?
My first hire was a licensed administrative assistant who could provide much-needed office support, handle transaction reconciliation, and step into limited customer-facing situations. Because she was licensed, she understood real estate jargon and could legally handle conversations that an unlicensed assistant couldn’t.
Once I had administrative support in place, my business began to grow naturally. With no more paperwork to deal with, you have more time to prospect for new business, strengthen relationships, and refine your marketing strategy. This increased activity necessitated the addition of additional team members.
Build organically rather than opportunistically
Not all opportunities to “grow” are true.
A common misconception when it comes to team building is that growth should happen quickly and aggressively. In reality, the strongest teams are built intentionally with the right agents.
I didn’t expect to build a large team. In fact, my business was doing well for itself. Attracted by my brand’s market position, agents naturally approached me and asked me to be involved. This is a completely different movement from recruiting activities that seek volume.
Before someone joins my team, I ask myself two questions:
Will this person’s business be better because they are here? Will what they bring make our team even stronger?
Particularly in the limited luxury goods market, collaboration is more important than the number of employees. Teams of agents with complementary strengths, diverse networks, and different spheres of influence reduce the likelihood of “playing in the same sandbox.” Internal growth expands the scope of a business and does not create competition.
Deliver value or don’t build a team at all
Not every team is worth joining, and not every agent needs to build a team.
When you ask an agent to work with your brand, you have a responsibility to measurably improve their business. Otherwise, what’s the point?
It’s important to me that agents feel like they’re part of the team. We provide professional marketing, branding and promotional materials. Ongoing guidance. Access to the wealth network is one of the ways I elevate my team of agents.
If your team members are doing the exact same job without you, you’re not leading the team. It simply groups agents together.
Accept your limitations and delegate with intention
You can’t grow your business with everything on your plate. This lesson was difficult for me to understand.
In the early days of my business, I worked on all kinds of transactions, from filing documents to meeting and following up with clients. This control gave me a sense of security, but it also stunted my growth. Real estate paperwork alone can take up your entire working day. I had to decide whether I wanted to be the best transaction coordinator on my team or lead the business.
Here, I have a strategically hired team to support me, take on their roles and lighten my workload. By removing back-end operations from my day-to-day responsibilities, I can now focus on client relationships, strategy, branding, and coaching.
Bonus: Red Flag
One of the most important aspects of leadership is knowing who not to let in the room.
Over the years, I’ve become very selective about who joins my team, and I pay close attention to several red flags when evaluating potential candidates.
Unrealistic income goals without a clear and actionable plan Inconsistent visibility or lack of effort to show up Potential customer desire with no commitment to building relationships A pattern of hopping from job to job without long-term commitment
Ambition is important, but only if it is supported by discipline, responsibility, and a desire to learn.
Reputation is everything in luxury real estate, and unintentional growth can be dangerous. By hiring strategically, delivering tangible value to your agents, and giving your business room to expand, you can carefully build your team while continuing to deliver the discreet, sophisticated, and seamless experience your clients expect from your brand.
Rebecca L. Francis is an associate broker and team leader with Berkshire Hathaway HomeServices, Fox & Roach Realtors. Connect with her on Facebook and Instagram.
