One of the biggest issues in real estate is how many associate agents leave the industry early. It happens constantly, particularly within the first two years, and I do not believe it is simply because the industry is too difficult or because younger agents are unwilling to work hard. In many cases, the problem starts much earlier, with a lack of direction, accountability and proper support once they enter the business.
A lot of agencies promote the idea of mentoring, coaching, support and career progression when recruiting new talent. The problem is that once the agent arrives, the reality can look very different. They are given a desk, a phone and some basic instructions, then effectively told to figure it out as they go. In fairness, I do not think this usually comes from bad intentions. Many principals and lead agents are flat out listing, selling and managing businesses. Their attention is divided across multiple responsibilities and, while they may genuinely want to mentor younger agents, they often do not have the time, energy or even the skill set required to coach someone properly.
There is a significant difference between being a high-performing agent and being an effective mentor. One does not automatically create the other, and this is where a lot of businesses unintentionally let younger agents down. New agents need clear KPIs, accountability, process and regular communication around what is expected of them. They need to understand not only what to do, but why they are doing it and how those activities connect to long-term growth. Without that framework, many agents drift. They work hard but without clarity, which eventually creates frustration and self-doubt.
I also think the industry sometimes misreads younger agents. There is a tendency to label the next generation as lazy or lacking resilience, but in many cases that is inaccurate. What I see more often is a group of people craving direction, accountability and leadership. They want feedback, guidance and a clearer understanding of what success actually looks like and how to build toward it. When those things are absent, confidence erodes quickly and the industry loses people who may have otherwise become outstanding operators.
This is one of the reasons real estate coaching for agents and structured real estate sales training can make such a difference early in a career. The right framework creates consistency, measurable progress and momentum, all of which are critical during the first few years in the industry. Most people entering real estate are not expecting overnight success, but they do expect some level of support from the people bringing them into the business.
For principals and business owners, there is also a responsibility attached to bringing new people into the profession. If you are hiring associate agents, there should be a genuine framework around their development. That includes coaching, accountability, realistic KPIs and ongoing communication, not simply expectations around performance and results.
The agents who survive long term are not always the most naturally gifted. More often, they are the ones who received enough structure early on to build confidence, consistency and momentum before the industry had a chance to overwhelm them. Talent still matters in real estate, but direction matters just as much.