Beware the Lone Wolf! Collaborative vs. Competitive Work Environments by Simon Lee

Throughout my years in real estate, I've had the opportunity to observe both large franchise agencies and smaller independent offices, each with its own working culture. One of the most significant factors shaping these environments is whether they lean towards competition or collaboration. Each approach has its strengths, but both can also carry hidden dangers that affect the long-term success of agents and the business as a whole.

An individual agent must determine what type of environment they feel they will thrive within and also how their work environment will assist them in their long-term career strategy. This is not just a decision to be made at the outset of their property journey, it’s a decision they should review regularly, as work environments change with time and changes in leadership, either at managerial level or indeed with the owners. In this article I’m simply trying to highlight this dynamic for those who perhaps haven’t made this consideration, I’m merely placing a subtle spotlight on the protection of yourself in the property career equation.

A competitive work environment is often favoured in larger franchise agencies and even some smaller offices. Owners and managers may encourage competition because it creates a sense of urgency and productivity. Agents are pitted against each other to secure the best listings, close deals quickly, and deliver high sales figures. In this setting, individual performance is highly rewarded, and top agents are often recognised through bonuses, perks, and premium leads. For franchise owners, it’s a win-win: agents feel motivated to outperform their colleagues, driving up sales figures, which benefits the business.

However, the competitive environment can easily devolve into something far less healthy. While competition is often seen as a way to boost performance, it can also create an atmosphere of isolation and self-interest. In these offices, agents are often more focused on their personal gains than on helping their peers or building long-term client relationships. While this drive for individual success may produce short-term results, it’s usually unsustainable for the agent’s career in the long run.

One of the underlying problems is that even environments labelled as "collaborative" can still operate with a competitive mentality beneath the surface. Some agencies position themselves as teamwork-oriented, but in reality, collaboration is often a fa?ade. Agents may be encouraged to attend team meetings, share strategies, or contribute to group discussions, but the true measure of success remains individual performance. Those who aren’t closing enough deals or outperforming others are often left behind, regardless of their contributions to the team dynamic. This can create confusion and frustration, especially for agents who genuinely buy into the notion of collaboration only to realise they’re still competing in a race for leads and commissions.

Owners and managers may prefer this subtle competition cloaked under an aegis of collaboration because it allows them to encourage cooperation while still keeping the heat on agents to perform. In their view, this hybrid model offers the best of both worlds: it generates sales while giving the appearance of a positive, supportive environment. But for the agents working in this environment, the result is often burnout. When you’re expected to be part of a team but are still judged solely on your personal results, the disconnect creates stress and uncertainty about how best to approach your role.

One of the key dangers of competitive environments—whether overt or disguised as collaborative—is that they often do not promote longevity in an agent’s career. In these setups, success is typically measured in short bursts—monthly sales figures, quarterly performance reviews—without a broader focus on long-term growth. The constant pressure to outperform peers can lead to burnout, especially when agents feel they’re always chasing the next listing or sale. High turnover rates are common in these offices, as agents who can’t keep up with the demands or who become disillusioned by the constant race eventually leave the industry or switch to more balanced environments.

In contrast, a genuinely collaborative environment fosters long-term career development. When agents work together, share knowledge, and help one another grow, it creates a more sustainable approach to success. Collaboration allows newer agents to learn from veterans, and experienced agents gain fresh insights from those newer to the market. It’s an ecosystem where everyone benefits, and the focus isn’t just on quick wins but on building lasting relationships with clients and maintaining a healthy work-life balance.

However, as I’ve experienced, these collaborative environments can be compromised by the presence of a "lone wolf"—an agent who takes advantage of shared resources and support but operates with a self-serving agenda. They’ll happily accept leads, advice, and assistance from the team but refuse to give back in the same spirit, instead focusing on hoarding their own success. This behaviour, if left unchecked, can erode the trust and support that make collaboration successful.

For business owners, favouring competition over collaboration may seem like a way to quickly drive profits, but in the long run, it limits an agency’s potential. Competitive environments are often high-pressure and high-stakes, which can yield short-term gains but lead to a high turnover of agents who either burn out or feel unsupported. This revolving door of agents can damage a company’s reputation, as clients prefer to work with agents who are stable, trustworthy, and experienced—not those who seem to be constantly chasing the next sale.

While a certain degree of competition can be healthy, especially to keep agents motivated, an environment that nurtures collaboration and long-term career growth is more likely to lead to sustained success. The ideal office environment should strike a balance—encouraging agents to push themselves while fostering a sense of shared success. Offices that can do this not only retain their agents longer but also benefit from a team of professionals who are confident, skilled, and ready to build lasting relationships with clients.

In an industry where relationships are everything, the longevity of an agent’s career depends on more than just how many deals they close this month—it’s about building trust, both with clients and within their own team. Owners and managers who understand this will foster an environment where agents can thrive for the long haul, not just sprint to the next deal.

I consider myself lucky as I made the correct decision when I entered this profession and with change it seems to have remained so. Can you say the same?