When the balance between agents and brokers is respected, your business grows, your reputation improves, your career stabilizes, and your trust increases, writes broker owner Emily Askin.
The real estate industry spends a lot of time talking about what brokers owe their agents. support. system. tool. training. Flexibility. opportunity. These conversations are important and should be had.
However, there is another side to this relationship that is often not talked about, and it is the agent’s duty to mediate it.
Not in a contractual sense. Something professional.
Balancing agent independence and broker buy-in
Agents are independent contractors who run their own businesses, but do so within someone else’s system. All agents operate within a brokerage firm’s infrastructure, reputation, compliance framework, insurance coverage, and operating platform.
That system existed before they arrived and continues long after they leave. Understand that distinctions are more important than most people realize.
I deeply believe that brokerages work for agents in terms of support and systems. But that relationship only works if the agent engages with what is provided. Independence does not mean detachment. Autonomy does not mean opting out.
Many agents say they want culture and support, but few consistently show up in environments that create them. Not all classes apply to all agents. Not all events fit into all schedules. That’s the reality.
However, compliance meetings are important. Conversations about risk management are important. Educational sessions are important. These businesses exist because they are regulated, litigated, and constantly evolving.
Attending does not mean attending. It’s about alignment. This shows that the agent takes their business seriously and respects the systems that support it.
Most agents have never given enough thought to how brokerage firms actually operate and how they make money. They look at tools, support teams, events, and training. What they don’t see is the cost structure behind it.
Support staff, compliance oversight, technology platforms, insurance policies, continuing education, marketing systems, and operational infrastructure all carry substantial financial weight. None of them are free.
All transactions involve risk, but that risk does not belong solely to the agent. That extends to brokers, intermediaries, insurance companies, and even the brands themselves. When an agent takes a deal to a broker, the broker is willing to take on that risk. It’s no small effort. It requires systems, documentation, training, and continuous monitoring.
That willingness is worth engaging in return.
Develop loyalty over duty
In my experience as a broker owner, the strongest partnerships are never a coincidence. When agents are engaged in their own business or brokerage work—attending meetings, participating in education, responding to communications, and respecting the system—the relationship feels different.
Trust is built. Increases responsiveness. Deeper support. Loyalty forms naturally.
Not because anyone has an obligation, but because there is mutual investment.
In Parts 1 and 2 of this series, we referred to the Swan effect, the calm surface created by constant effort underneath. This is the other side of that reality. A swan cannot glide without moving, nor can it move on its own.
With leadership in place and agents on board, powerful brokerages appear to be calm. Once either side disengages, the illusion of calm disappears.
The Swan Effect only works if everyone understands their role.
Here’s the uncomfortable truth. Agents who treat brokers as vendors rarely experience them as partners. Agents involved in a system experience it as protection, exploitation, and opportunity. One approach is transactional. The other is transformative.
Being an independent contractor does not mean operating in a vacuum. It means choosing to build into structures that amplify your work. Intermediaries exist to support agents. Agents exist to enhance mediation. When this balance is respected, your business will grow, your reputation will grow, your career will be stable, and your trust will increase.
And from my perspective as a broker owner, that result is no coincidence. It’s the result of leadership, engagement, and a lot of people on both sides rowing hard.
Throughout this month, we are focusing on ‘New Mediation Strategies’. How securities companies operate in 2026 will be no different than before. From corporate giants to finicky indies, we map the new playing field and talk to brokerage leaders across the country about what’s working now and what’s next.
Emily Askin is the broker owner of REMAX at Home and REMAX Preferred. Connect with her on Instagram.
