Starting a career in commercial real estate (CRE) can feel like stepping into a vast, fast-paced city: exciting opportunities at every turn, but also a maze of roles, markets and unwritten rules to navigate. For emerging professionals (EPs) in CRE, knowing where to focus their energy can make all the difference. The good news? Every industry leader was once in these shoes, learning how to build a successful career. For emerging professionals, understanding the essential skills, growth strategies and leadership qualities necessary for success is crucial.

Here are some ideas for how to thrive in the CRE industry, whether just starting out or looking to advance.

Build a diverse skill set

The most effective EPs are those who develop a well-rounded toolkit. Commercial real estate is not just about one thing – it blends finance, law, design, sales and more; so, they must aim to become knowledgeable in multiple areas. This means honing analytical skills (understanding property finance, valuation and getting comfortable working in Excel), as well as people skills (negotiation, client service and communication).

It also means knowing the fundamentals of leases and contracts, and staying current on market trends and technology. In today’s environment, being digitally proficient and data savvy is a huge plus, from using real estate analytics software to understanding how PropTech is changing building operations.

Sustainability is another growing focus; knowledge of sustainable design, energy benchmarking or green certifications can set someone apart as companies prioritize environmental, social and governance (ESG) goals.

Aspiring CRE professionals should cultivate skills in digital tools, sustainability practices and strategic thinking to navigate an evolving market. In short, they should become continuous learners. If someone is a leasing agent, they should take time to learn about investment underwriting. If they are an analyst, they should get out in the field with property managers occasionally to see operations firsthand. This cross-training mindset early in one’s career will make them more adaptable and valuable to employers and clients.

Pursue relevant certifications & education

Beyond on-the-job learning, formal credentials can accelerate credibility. The vast amount of CRE designations can be daunting, but each has its niche. EPs should think about career direction and choose one or two certifications that align for them. For example, if they are leaning toward investment sales or development, the Certified Commercial Investment Member (CCIM) designation is highly respected for its rigorous focus on financial and market analysis. It is often called a mini-MBA in commercial investment. CCIM designees are recognized as experts in analyzing and handling real estate investments, and thousands of professionals pursue this credential.

If the arena is property management or asset management, look at IREM’s Certified Property Manager (CPM), and IFMA’s Certified Facility Manager® (CFM®) or Facility Management Professional™ (FMP®). These programs dive deep into operating properties efficiently and strategically.

On the brokerage side, if someone specializes in industrial or office leasing, the Society of Industrial and Office Realtors (SIOR) designation is a mark of top performance and ethics in that sector.

There are also various academic programs: a master’s degree in real estate (MSRE) or an MBA with a real estate focus can provide a deep dive into the field’s theory and a valuable network of alumni. However, professionals must weigh the decision on graduate school carefully. In CRE, experience often carries as much weight as degrees. Some roles will not require an advanced degree, and some firms may prefer practical experience over classroom knowledge. The bottom line on education is continue educating but be strategic. EPs should select programs that add tangible skills or fill a gap in a resume and apply that knowledge directly to work, so it does not remain theoretical.

Seek mentors & sponsors

Do not underestimate the value of mentorship. EPs should find mentors both within a company and outside of it. An internal mentor can help navigate company culture and advocate for promotions, while an external mentor might provide a broader industry perspective and unbiased advice on big career decisions.

Some mentoring relationships are formal (scheduled check-ins, specific goals); some are informal (periodic coffee chats). Either way, be intentional about learning from those who have walked the path. Ask them about mistakes they made and lessons learned. These experiences can be a savior from pitfalls. Also, seek feedback actively: one of the best ways to grow is to regularly ask, “What can I do better?” and not just during annual reviews.

Besides mentors, EPs should try to cultivate a sponsor – someone in a senior position who will champion them when they are not in the room, possibly recommending them for a high-visibility project or putting their name forward for a new role.

How does one attract sponsors? By doing excellent work and humbly making it known what their aspirations are. If a senior executive sees someone knocking every assignment out of the park and being proactive, they may take them under their wing. Remember, seasoned leaders often want to pay it forward. Many recall their own early days and are happy to advise a hungry young professional who shows initiative. As one piece of advice goes, “If you’re young, find a mentor. If you’re a leader, become a mentor.”

The biggest career advocates will often be those who helped or were helped along the way. In other words, mentorship is a two-way street that benefits both parties, and it is key to career acceleration.

Demonstrate leadership & reliability from Day 1

One does not need an executive title to be a leader. Even as an analyst or assistant, they can show leadership qualities that get them noticed for bigger opportunities. How? They start by taking ownership of their work. If tasked with researching comps for a leasing deal, they become the expert on that task, double-check the numbers, add extra insight beyond what was asked and become the person a team can count on for accuracy.

Be proactive: if an issue or opportunity that is not being addressed is observed, politely point it out and offer to help tackle it. For example, if the team’s reporting process is inefficient, suggest a new software tool or volunteer to create a better template. Also, cultivate a positive, solutions-oriented attitude. Commercial real estate deals can be stressful; a can-do approach and calmness under pressure will mark an individual as someone who can handle more responsibility. Always follow through on promised tasks. Becoming known as the person who never drops the ball earns trust quickly.

Another aspect of leadership is ethical behavior and professionalism. The CRE world may be large in scope, but it is amazingly small when it comes to reputation. People talk, and a reputation will precede an individual as they move companies or do deals. Integrity, honesty and respecting all stakeholders – from the receptionist to the CEO – will build a foundation for a career that money cannot buy. Conversely, burning bridges or developing a pattern of cutting corners will get around and limit growth. Treat everyone with respect and professionalism, even in tough negotiations or when parting ways with a job. Those same people will surface later in a career, often in unexpected ways.

Stay adaptable & seize opportunities

The trajectory of a CRE career is rarely a straight line. Be open to lateral moves or project assignments that build new muscles. If a firm is launching a new service line (say, a data center division) or expanding to a new city, raising a hand to be part of it could catapult experience. Do not be afraid to step outside the comfort zone; that is where accelerated learning happens.

Never say no to an opportunity to work on a project or take on a new role, because there is always something to be learned. Even if it does not turn out as expected, valuable experience can be gained. This does not mean job-hop meaninglessly (stability is valued too); but it does mean that within the role, embrace the chance to wear multiple hats or join interdisciplinary teams. Over a few years, this adaptability will provide a richer perspective than staying focused on one task. If an opportunity comes knocking – maybe a competitor offers a role that is a step up – evaluate it seriously. Early in a career is the time to take calculated risks, perhaps with fewer personal obligations; and each move, if well-considered, can exponentially grow a skill set and network.

Work hard & stay humble

It might sound cliche, but there is simply no substitute for hard work in the early stages of a CRE career. This industry rewards those who put in the effort. That might mean late nights finalizing a property pro forma or weekends preparing for a Monday pitch. High-performing young professionals often go the extra mile, and it shows. Be prepared to hustle and grind when duty calls. But also keep enthusiasm; passion is contagious. People who enjoy the work (even the grunt work) will attract those who notice their attitude.

At the same time, stay humble. Closing a big deal or receiving praise should not inflate the ego. The moment someone becomes arrogant or unteachable, their growth stalls. Continue to ask questions, remain curious and acknowledge the contributions of the team.

In summary, focus on becoming the kind of professional one would want to hire or partner with. That means being skilled, reliable, connected, ethical and always learning. The CRE landscape will undoubtedly change over the course of a career; markets will boom and bust, technology will evolve, client expectations will shift. By building a strong foundation of skills and relationships, and by approaching a career with intention and integrity, newer professionals will be equipped to thrive no matter what comes next.

Every senior executive in CRE can share stories of the pivotal moments and choices that defined their path. Now, as EPs start carving out theirs, they should take control of what they can: their knowledge, their network, their work ethic, and be open to learning from every success and setback. Today’s EP is tomorrow’s industry leader. They should keep that long-term perspective and invest in themselves accordingly. The journey will not always be easy, but it will be rewarding. Make sure to welcome EPs to the adventure that is a career in commercial real estate; and help them make their mark.