Posted by When I started looking for my first home, I thought I knew how it worked. You find a realtor, that person shows you houses, and eventually you buy something together. Simple. One person, one relationship, one point of contact. That’s what I wanted.
Then I met Sarah. She was warm, knowledgeable, and clearly experienced. We clicked immediately. I was ready to sign with her when she explained something that gave me pause: she worked with a team. There was her, of course, but also a buyer’s specialist, a listing coordinator, a transaction coordinator, a marketing person, and a few others whose roles I promptly forgot. My first thought was panic. Was I getting passed off? Would I ever actually talk to Sarah again?
Turns out, I had it completely backwards. Working with a team wasn’t a downgrade; it was an upgrade I hadn’t known existed. But learning how to navigate that relationship, the best practices for working with a realtor who has a team of professionals, took some trial and error.
Let me start with what a real estate team actually is and why it matters. A solo agent does everything, showings, paperwork, negotiations, marketing, follow-up. That’s a lot for one person, which means things can fall through cracks. A team divides labor so each part of the process is handled by someone who specializes in that area. Your lead agent focuses on strategy and relationships. Another person handles showings. Someone else manages paperwork. Marketing has its own expert. The result is deeper expertise at every step.
But only if you know how to work with them.
The first lesson I learned was to understand the structure. When I signed with Sarah, she gave me an org chart, literally a piece of paper showing who did what and how they connected. I thought it was overkill at the time, but it turned out to be essential. When I had a question about paperwork, I knew to call the transaction coordinator, not Sarah. When I needed to schedule a showing, I contacted the showing specialist. This wasn’t being passed off; it was being directed to the right person for my specific need.
The second lesson was to build relationships with the whole team, not just the lead agent. At first, I only wanted to talk to Sarah. She was my person, the one I trusted. But the transaction coordinator was the one who caught a critical deadline I would have missed. The showing specialist knew which houses fit my criteria before I did. The marketing person had insights about listing photos that helped me evaluate properties. Each team member brought something valuable, and my experience was richer for knowing them.
Communication protocols matter enormously. Different teams handle communication differently. Some use a single point of contact; others want you to reach out directly based on the issue. Some use group texts or shared apps; others prefer email. The best practice is to ask upfront: How should I communicate with you? Who do I contact for what? What’s the response time expectation? Clear expectations prevent frustration later.
I learned to be patient with response times when my question wasn’t urgent. If I emailed about paperwork at 9 PM, I might not hear back until morning, and that was fine because the transaction coordinator had set that expectation. But if I had a showing request, the showing specialist responded within minutes because that was their priority. Understanding each person’s role and rhythm made everything smoother.
The fourth lesson was to attend team meetings when invited. Sarah’s team held periodic check-ins with active clients, usually by phone or video call. Everyone relevant would join, Sarah, the transaction coordinator, anyone else working on my file. These meetings were incredibly valuable. We’d review where things stood, address any concerns, and make sure everyone was aligned. It prevented the kind of miscommunication that can derail a purchase.
Another best practice is to leverage the team’s collective knowledge. Solo agents know their area, but teams often have deeper market intelligence because they’re processing more transactions. The marketing person knew what features sold fastest. The showing specialist knew which neighborhoods had hidden inventory. The lead agent knew negotiation strategies that had worked in similar situations. I learned to ask questions of whoever had the relevant expertise, not just funnel everything through Sarah.
Technology was another area where the team excelled. They used a client portal where I could see all my documents, track deadlines, and communicate with the whole team. This transparency made me feel in control even when I wasn’t directly managing things. If your team has technology like this, use it. Check it regularly. It’s designed to make your life easier.
I also learned to advocate for myself within the team structure. When I felt like something wasn’t getting attention, I didn’t assume it was being handled. I asked. And because I had relationships with multiple team members, I could ask in the right way, “Hey transaction coordinator, just checking on that inspection report” instead of vaguely complaining to Sarah. Specific asks to specific people get specific results.
The biggest surprise was how the team handled the emotional aspects of buying. I’d worried that working with multiple people would feel impersonal. Instead, it felt like having a village. When I was anxious about an offer, Sarah talked me through strategy. When I was frustrated with a seller’s response, the showing specialist commiserated. When I was overwhelmed by paperwork, the transaction coordinator guided me step by step. Different people met different needs, and I felt supported from every angle.
By the time we closed, I knew the whole team. We’d shared meals, celebrated milestones, and weathered a few small crises together. They came to the closing, most of them, and it felt like a family gathering. That’s not what I expected when I worried about being “passed off” to assistants.
If you’re considering working with a realtor who has a team, here’s my advice. First, embrace it. A good team brings more expertise, more availability, and more support than any solo agent can. Second, learn who does what and build relationships accordingly. Third, communicate clearly about how and when to reach each person. Fourth, attend team meetings and use their technology. Fifth, ask questions of whoever has the relevant expertise, not just the lead agent. Sixth, give feedback, teams want to know what’s working and what isn’t.
A real estate team isn’t a sign that you’re getting less of your agent. It’s a sign that you’re getting more of everything. More attention to detail, more specialized knowledge, more availability, more support. My team made my home buying journey smoother, less stressful, and actually enjoyable. I’d choose that model again in a heartbeat.
There’s so much more to learn about navigating the real estate process successfully. Our website is filled with articles on working with agents, understanding contracts, and making smart decisions. Head over and explore, because the more you know, the better your experience will be.
References
Minnesota Housing, U.S. Department of Housing and Urban Development, & NeighborWorks Training Institute. (2025). *Module 4.1: Working with real estate professionals* [Training module]. U.S. Department of Housing and Urban Development.
National Association of Realtors. (2024, September 5). *Consumer guide to written buyer agreements*. National Association of Realtors.
National Association of Realtors. (2024, December 2). *Consumer guide: Agency and non-agency relationships*. National Association of Realtors.
Akron Cleveland Association of REALTORS®. (2024). *NAR member resource: Dos and don’ts when working with buyers* [PDF]. Akron Cleveland Association of REALTORS®.
California Department of Real Estate. (2023). *Real estate advertising guidelines* (RE 27). California Department of Real Estate.