When the balance between agents and brokers is respected, businesses grow, reputations strengthen, careers stabilize and trust compounds, broker-owner Emily Askin writes.
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The real estate industry spends a great deal of time talking about what brokerages owe agents. Support. Systems. Tools. Training. Flexibility. Opportunity. Those conversations matter, and they should.
But there is another side of the relationship that is discussed far less often, and that is what agents owe the brokerage.
Not in a contractual sense. In a professional one.
Balancing agent independence with brokerage buy-in
Agents are independent contractors running their own businesses, but they are doing so inside someone else’s system. Every agent operates within a brokerage’s infrastructure, reputation, compliance framework, insurance coverage and operational platform.
That system exists before they arrive and continues long after they leave. Understanding that distinction matters more than most people realize.
I believe deeply that a brokerage works for its agents in terms of support and systems. But that relationship only works when agents engage with what is being offered. Independence does not mean detachment. Autonomy does not mean opting out.
Many agents say they want culture and support, but fewer consistently show up for the environments that create them. Not every class will apply to every agent. Not every event will fit every schedule. That’s reality.
But compliance meetings matter. Risk-management conversations matter. Educational sessions matter. They exist because this business is regulated, litigious and constantly evolving.
Showing up isn’t about attendance. It’s about alignment. It signals that an agent takes their business seriously and respects the system that supports it.
Most agents never fully consider how a brokerage actually runs or how it makes money. They see the tools, the support team, the events, the training. What they don’t see is the cost structure behind all of it.
Support staff, compliance oversight, technology platforms, insurance policies, continuing education, marketing systems and operational infrastructure all carry real financial weight. None of it is free.
Every transaction carries risk, and that risk does not belong solely to the agent. It extends to the broker, the brokerage, the insurance carrier and the brand itself. When an agent brings business into a brokerage, the broker is willing to carry that risk alongside them. That is not a small commitment. It requires systems, documentation, training and constant oversight.
That willingness deserves engagement in return.
Cultivating loyalty over obligation
From my experience as a broker-owner, the strongest partnerships are never accidental. When an agent is engaged in their business and in the brokerage — attending meetings, participating in education, responding to communication, respecting systems — the relationship feels different.
- Trust builds.
- Responsiveness increases.
- Support deepens.
- Loyalty forms naturally.
Not because anyone is obligated, but because mutual investment exists.
In parts one and two of this series, I referenced The Swan Effect — the calm surface created by constant effort underneath. This is the other side of that reality. The swan cannot glide without movement, and it cannot move alone.
Strong brokerages look composed because leadership is paddling and agents are participating. When either side disengages, the illusion of calm disappears.
The Swan Effect only works when everyone understands their role.
Here is the uncomfortable truth: Agents who treat the brokerage as a vendor rarely experience it as a partner. Agents who engage with the system experience it as protection, leverage and opportunity. One approach is transactional. The other is transformational.
Being an independent contractor does not mean operating in isolation. It means choosing to build inside a structure that amplifies your work. Brokerages exist to support agents. Agents exist to strengthen brokerages. When that balance is respected, businesses grow, reputations strengthen, careers stabilize and trust compounds.
And from where I sit as a broker-owner, that outcome is never an accident. It’s the result of leadership, engagement and a lot of people, on both sides, quietly paddling like hell.
All this month, we’re focused on The New Brokerage Playbook. Running a brokerage in 2026 looks nothing like it used to. From major players to scrappy indies, we’ll map the new playing field and talk with brokerage leaders across the country about what’s working now — and what’s next.
Emily Askin is a broker-owner with REMAX at Home and REMAX Preferred. Connect with her on Instagram.
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