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Teams are not one size fits all, new contributor Ashlee Jankovich writes. Agent success is directly related to their role alignment rather than team model.

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Joining a team sometimes feels like chasing the next shiny object, feeling like the best route to more leads, faster growth, more support and more opportunity. For many agents, it’s true, at least at first.

Over time, however, agents can start to feel boxed in, burnt out or just quietly dissatisfied with the role they’ve been assigned or stepped into. It’s easy to assume that when that happens, the team model is the problem. In many cases, it’s not the structure of the team; it’s role alignment.

Real estate teams are businesses with multiple seats, each requiring different strengths and personalities. The real question is not whether to join a team or go solo. It is whether you are sitting in the role that fits how you actually work.

The 4 most common roles on a real estate team

Every team has its own unique anatomy but most include some version of four common roles. When an agent occupies a seat that doesn’t match their interest or natural strengths, challenges will tend to rise. The four roles are as follows:

The rainmaker or visionary

This role focuses and thrives on strategy and growth. They typically enjoy things like recruiting, partnerships, branding and building something bigger than themselves. These agents can get burnt out by production and detailed transaction management.

The lead agent or closer

These team members love working with clients and excel at communication, negotiation and managing contracts. Closers love structure, which builds their momentum. Do not expect this person to build systems or manage the business because this could lead to stress and disengagement.

The operations or systems role

This seat is the backbone of the business and keeps the day-to-day tasks running smoothly. Systems-minded professionals are organized, process-driven and consistent. They bring stability to the team. This role does not want to be measured by sales metrics or pushed into a position of lead generation.

The 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 production-focused agents.

Teams understand that no one role is better than the other. They just require different skill sets and the right person to fill the seat.

How to identify where you actually belong

Many agents and team leaders try to answer this question by comparing themselves to top producers or taking personality tests. An easier approach is to pay attention to stress and energy.

Ask yourself:

Which parts of my day energize me, and which drain me?
Do I perform better with autonomy or clear structure?
Do I enjoy building systems or executing within them?
Am I motivated more by growth potential or predictable income?

If client appointments energize you but business planning exhausts you, you may be better suited for a closer role. If improving workflows excites you but negotiations feel stressful, operations may be your strength. The goal is clarity, not forcing yourself into a role that simply looks good on paper.

Why misalignment creates friction on teams

Team frustrations do not typically begin with leadership, splits or leads. They start when expectations do not line up with reality.

A support role wants more independence or autonomy but gets measured like a top producer. The rainmaker stays in production for too long and feels pulled away from the work they actually love. An agent joins a team as a lead generator, but in reality, they want consistency.

Over time, frustration replaces momentum. Communication becomes strained. The agent starts questioning the model when the real issue is alignment, not effort.

How to course-correct without burning bridges

If you’re currently on a team and feeling misaligned, the solution does not have to be leaving. It starts with an honest conversation with leadership.

Before making a move, ask:

Is there another role on this team that better fits my strengths?
Can responsibilities be adjusted before compensation is renegotiated?
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 if alignment is not possible, leaving intentionally, with clarity and professionalism, is far better than exiting reactively.

The bottom line

Teams that are successful are not built on titles or production numbers. They are built on the right alignment.

If you’re considering joining a team or if you’re already on one, the question to ask is not whether teams are right or wrong. Start by asking if you are sitting in the right seat, because when the role fits, everything falls into place and works better.

Ashlee Jankovich is an agent with Berkshire Hathaway Homeservices PenFed Realty in Clarksville, Tennessee. Connect with her on Facebook and Instagram.

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