Foxtons has caused jaws to drop within the property industry recently for the wrong reasons when current and former employees made shocking claims of sexual harassment and drink driving at work.

The female staff said they were victims of a boozy, aggressive work culture, and were not taken seriously by the estate agency when they complained.

The firm issued a strongly-worded statement in reponse to the allegations, pointing to its whistleblower policy and rigorous staff training.

Now we hear from leading agents who describe how they avoid the pitfalls of an overly-competitive approach, and ensure all staff are respected.

Weekends off

Kristjan Byfield, Co-Founder at Base Property Specialists

“An (Co-Founder) and I have always fostered a truly inclusive work environment which has at times seen us be over 85% women and also over 85% LGBTQ+,” he says.

“We have always felt it’s important to question ‘the norm’ and as such have never set standardised metrics like X viewings per week.

“Years back, after looking after the data, we stopped opening on weekends, we just wish we’d done it sooner.

“We also sit down with our team at least once a year to understand what our team loves and dislikes about their roles, and we try to fix/remove those issues. A happy team is a productive team.”

Ross D’Aniello, CEO at Chartwell Noble

“Emotional buy-in – via consulting with your teams and getting them to contribute to important key matters which impact them and their positive approach can influence the outcome,” he says.

“If they feel they have contributed to the setting of goals, targets or strategies then they work hard as they have bought in emotionally.

“It’s also a great way of identifying training needs, weeding out negative types and helping the team understand the reasons why key metrics are set and the drivers behind them.

“If they know what is expected of them and they have contributed towards that then they feel like they are a part of something bigger than just them and they can recognise how they are an essential part of that.  It’s a paradigm shift.”

Clear repercussions

Sophie Lang, Director/Owner at Lang Llewellyn & Co

“It’s about creating a safe and inclusive working environment and that starts from the top. Management needs to be setting the example and have robust policies in place, setting expectations and what will and won’t be tolerated in the workplace.

“There needs to be policies and procedures in place for handling unacceptable behaviour and clear repercussions, so the team know that it is taken seriously

“You need to have an open-door policy to allow staff to come to upper management to talk about matters, decent inclusivity training sets the tone.

Regina Mangan, Owner/MD at Liberty Blue in Ireland

“Open communication- straight talking part of our brand personality because people need to feel safe in expressing themselves,” she says, listing her approach as:

1. Morning meetings @09:00 with agenda and everyone gets to contribute.  Little bit of humour and fun encouraged.
2. Bi weekly 121’s to review progress, what’s working, what isn’t plus any issues, wins, personal development, goals and KPIs.
3. Regular team lunches – paid for, gifts, acknowledgment, bonuses, staff nights out.
4. Open and safe environment for staff if they have an issue.
5. Wellbeing talks by experts.

“Overall, clarity around our values – so we live them – we do the right thing, we take pride in what we do,” she adds. “Staff say it “feels more like a team than a hierarchy”.

If you’re on board, great; if not, then it’s time to go.”

Jonathan Rudd, Operations Director at National Home Move

“I think the key to a healthy work environment in property management is striking that balance between high expectations and a supportive, flexible culture,” he says.

“We work in a fast-paced industry where, let’s face it, no-one ever calls when things are going right, and the stress can really pile up.

“But I’ve found that keeping the atmosphere positive starts with clear direction and straightforward communication: here’s what’s expected, here’s the training, and here’s the outcome we want. If you’re on board, great; if not, then it’s time to go. Simple as that!

We work to live, not the other way around

“It’s also crucial to give people the space they need. Flexible working hours, work-from-home options, and early starts/finishes make all the difference. We work to live, not the other way around, and when people feel they have some control over their schedule, they’re more likely to bring their best selves to the job.

“One big rule we have is no mood hoovers or fun sponges allowed. If you’ve got nothing nice to say, don’t say anything at all! And if you’re unhappy with the job, find something else. It can’t be simpler than that.

“When I’m recruiting, I always look at personality first. Experience can be taught, but you can’t teach someone to be a decent person. That’s the foundation for a positive, collaborative team.

Office dogs

“And on top of all that, we have dogs in the office. Seriously, having up to four dogs around takes the edge off the stress. They get more treats and walks than they probably do at home, and the whole team benefits from their calming presence. It’s the perfect stress buster!

“So yeah, with a clear structure, flexibility, and a positive, no-nonsense attitude, you can really create a workplace where people thrive.”

Vicky Bibiris, MD at Location Location

“Creating a healthy working environment starts with living and embodying a clear set of values,” she says. “These values guide decisions and shape the culture, fostering an environment where individuals feel safe to admit mistakes and learn.

“It’s crucial for leadership to set this example from the top down, ensuring that any negative or toxic behaviours are promptly addressed. Without a clear set of behaviours, values can become just words on a wall. By providing this clarity – that values equal beliefs, but behaviours define the culture – it becomes clear that consistent, positive actions are of utmost importance. Celebrating successes while holding people accountable in a constructive way ensures a supportive, high-performing environment where honesty and growth thrive.”

Lead by example

Toby Martin, Lettings & Marketing Consultant

“Access to regular training and encouragement to further their skills and personal development.”

Angharad Trueman, Group Lettings Director for Andrews Property Group & President ARLA Propertymark

“I think creating a positive environment with regards to this includes doing the following things;

1. Leading by example: leadership should embody the values of respect, integrity and professionalism. When leaders live and breathe these behaviours, it becomes the norm for the whole organisation.
2. ⁠Provide training and development- regularly conduct training sessions on topics like harassment, prevention, diversity and inclusion to educate staff and promote a respectful workplace
3. ⁠Encourage open communication- create an environment where employees feel comfortable sharing concerns and suggestions, promoting transparency and trust.

Along with clear policies on sexual harassment and reporting mechanisms, these are all the important ways an organisation can promote a positive work environment when it comes to inclusion and respect.”

Kim Lidbury, Group Director Property Management at LRG & Vice President ARLA Propertymark

“Create a diverse community rather than a place to go to work and a space people want to come and thrive,” she says.

“Competition is great, but also make sure you are not focusing on targets that create silos – employ leaders who“like” people that understand their team and the strengths and weaknesses, that will help bring together each person’s strong points and support the weaker areas.

Do not promote people purely because they did their job well.”

“Do not promote people purely because they did their job well, but because they demonstrate a people leadership element.  If you don’t like and care about people, don’t do the job.

“Also, ensure your workforce is diverse in gender and race. Having different views helps strengthen teams.

“Finally – listen – get feedback – a lot of feedback – all of the time, not just once.  One day of sun is never a summer!  Make sure you listen, understand and explain when needed. Ensure you are prepared to continuously work on your culture and having the right amazing people in the right roles.”

Special thanks to Kristjan Byfield for collating all the comments

BLOG: Can other agencies avoid the recent claims made against Foxtons?