Key facts
- The real estate industry faces a "new-agent launch problem" rather than a recruitment issue.
- New agents often lack guidance on building a business after obtaining their license.
- Brokerages should measure new agents on activities like conversations and follow-ups, not just closed transactions.
- Role-playing and contract practice are crucial for new agents to bridge the gap between exam knowledge and real-world application.
- New agents need early education on business economics, including gross revenue versus net income and budgeting.
- Technology should enhance, not replace, behavioral skills and accountability for new agents.
The real estate industry's significant investment in recruiting new agents may be misplaced, as the core issue lies in supporting these professionals after they obtain their licenses. Alexandré Worthington, a Florida and Georgia real estate broker and instructor, argues that brokerages need to address a "new-agent launch problem" by focusing on structured development during an agent's initial months.
Worthington suggests that brokerages should move beyond solely measuring new agents by closed transactions, which are lagging indicators. Instead, they should establish and track measurable activity expectations, such as the number of meaningful conversations, prospects requiring follow-up, appointments set, and learning progress. This focus on behavior, he contends, will eventually lead to production.
To bridge the gap between theoretical knowledge and practical application, brokerages are encouraged to implement deliberate practice. This includes role-playing client consultations, listing presentations, and difficult client conversations, as well as working through sample contracts and observing experienced agents. Creating a culture that welcomes questions is seen as crucial for preventing larger issues later.
Furthermore, new agents require fundamental business education, including understanding the difference between gross revenue and actual income, managing expenses, budgeting for irregular commission income, and grasping the financial discipline needed. The article also cautions against relying too heavily on technology, stating that it should amplify existing skills rather than replace behavioral development and accountability.
Worthington proposes treating the first 90 days as an apprenticeship, with a structured transition covering systems, compliance, contracts, lead generation, and financial planning. He emphasizes that a license signifies an entry point, not the completion of development, and that retention is significantly influenced by an agent's readiness, capability, and perceived progress.