In part one of this article I discussed the difference positive and negative office rivalries and the warning signs of an unhealthy rivalry. So now that you have determined an unhealthy situation what do you do?

One very effective Regional Director recommended this four-step solution to solving a potentially unhealthy office rivalry.  And every Real Estate Leader with whom I reviewed this solution concurred completely.

Step One: Facts not Gossip - Get all the facts you can and verify them to the greatest possible extent. 

Step Two: As quickly as possible, individually, pull in the rival or rivals.  Express your concerns and listen like crazy.  Make written notes.  Counsel each person and lead them to focus on their won goals and business plan.  If you are fortunate enough to have written policies and procedures that state rules that were violated. Review them with the Agent(s).  It is likely that the violations are of unwritten rules.  That is, rules of fair play, rules of respect, rules of cooperation etc.  If you have been vocal and clear about the culture of your office; and these unwritten rules are commonly known and universally respected in your office, you can educate the Agent on them.  If these types of unwritten rules are not known and/or not respected, your job is tougher and it is time to start voicing and rallying support for operating on a higher plane.

Step Three: (if necessary) Re-express your concerns, listen and make notes.  Then be clear that further violation or disrespect of your counsel will result in an ultimate consequence.
“Joan, I am so excited about your potential and your work.  You are a good Agent and have a great future in this business.  There is a problem.  Let’s take a look at our policy guidelines or( here are some of the unwritten rules I work to make a part of our culture.)  If what you have been doing continues I will have to make a decision that protects the health and integrity of the office.  I want you here.  I sincerely believe your career will reach its fullest potential and beyond in our organization.  But, if this continues be prepared to tell me to what office you want to take your license.”

Final Step: (if the situation escalates) Remove the person from your office or your organization.  Unhealthy rivalries cannot be left to fester.  Management/Ownership will quickly lose respect and control if it allows the rivalry to affect the office.

Note to Agents: The management will nearly always support the higher producing Agent that has longer tenure with the company over a lower producing and/or newer Agent.  This is a business; and supporting the more tenured and more successful Agent is a very clear, though not always easy, business decision to make.

Is it possible to prevent or at least deter unhealthy office rivalries?  Of course, following are some of the most highly recommended preventative measures.

1. Management toward specific chosen goals is the greatest preventative of unhealthy sales rivalries.  Please don’t confuse this with strong people skills.  It is strong leadership and focus on predetermined goals.
2. Address disagreements, conflicts, and rivalry in written office policies and procedures and have the agents sign off on at hiring.
3. The more the manager communicates with Agents regarding their work, the more likely the manager can prevent unhealthy rivalries, quash rumors, and temper the hard feelings of those feeling threatened.  I strongly recommend shifting the culture from a manager as strictly supervisor culture to one that also embraces manager as coach.
4. Establish pride in fair play, professionalism, and integrity by making it a part of the language and content of meetings, training, and counseling of the Agents.
5. During the recruiting, interview, and hiring process establish the written and unwritten rules that encourage cooperation, fair play, and professionalism.  Make clear what behavior is unacceptable.
6. In addition to honoring production, find reasons to honor more of the Agents for things like community service, marketing ideas, helping out another Agent or a tough situation handled well.
7. Strongly request that management and admin staff refrain from “socializing” with the Agents or behaving in way that may lead to charges of favoritism.  Train staff to remain neutral in conflicts; and not allow themselves to be perceived on one side or the other. 
8. Communicate the unwritten rules of trust, cooperation and professionalism with your administrative staff.  During the hiring process explain that they are your eyes and ears to any situation that might damage the productivity or harmony of the office.  And, that you can be trusted to keep their confidence while you address any situation that they discuss with you.

If you have reached the end of this article either 1) Congratulations on successfully surviving an unhealthy rivalry; or 2) I’m sorry the rivalry that involved you turned out that way; or 3) Go directly to your Broker and help him/her through this rivalry; or 4) Best of luck with the rivalry you are handling; or 5) Don’t be embarrassed to be curious about rivalries. 

I wish anyone in a bad situation good luck.

Discretion dictates that specific names or locations not be mentioned.  So, anonymously, to the Regional Personnel, Brokers, Managers, and Agents that spoke freely and trusted that I would represent their ideas in a professional and confidential manner, thank you.