Travis Wentriro, NSW Network Manager, Raine & Horne Group, a head-hunter in a former professional life, says culture always begins at head office.

“As an ex-recruiter, I’m an advocate for the 80:20 rule. This rule means that culture will drive 80% of your business, whether it’s landing a listing or a passionate recruit. Great technology, systems and processes will take care of the other 20%. 

“If you empower the people you have with good culture, this will help you attract the people and business you want. The best recruiters should be the people who work in your business.”

Family ties central to Raine & Horne culture

With around 30% of its national office group family-owned and operated, unquestionably, the culture at Superbrand Raine & Horne has been in part nurtured by family ties. 

“We are one of the two genuine real estate brands where the original family is still part of the cultural fabric and the business day-to-day,” Mr Wentriro said. 

Empathy for family business is central tenant of the culture within the Raine & Horne Group.

Mr Wentriro said, “Family-run enterprises are significant to our culture, whether they are a husband-and-wife team, a partnership of siblings or parents and children operated businesses. Some of these businesses have been meaningful contributors to Raine & Horne and our culture for over 40 years. 

“As a recruiter, I know it’s challenging to measure culture. But because we have many longstanding offices that keep resigning, there must be a reason for this loyalty? The answer is the Raine & Horne culture. 

“You can’t buy culture. It is an aspect of business that develops over time. In Raine & Horne’s case, the culture has developed over almost 140 years and is led by our Corporate Office.

“Yet, you can rest on your laurels and consistency of message is critical to the maturity of a brand’s culture, as are the quality of the people in the business right here, right now. 

“Raine & Horne has an engaging culture that is respectful of all its stakeholders whether its vendors, tenants, principals or employees. We work together as a team. Our offices banding together over the last 18 months to support each other has demonstrated this healthy teamwork and culture.”

Regional point of cultural difference

The Raine & Horne emphasis on regional real estate is a significant point of cultural difference recommended Mr Wentriro. “The ongoing collaboration between our regional offices symbolises the culture of the network. We have regional offices that are separated by 600-700 kilometres in NSW, for example. However, their regions are still very similar, and they share their learnings regularly. This collaboration and integration regionally are something the Raine & Horne brand does very well.”

Raine & Horne also avoids the culture-killing mistake of locating an office on every corner like its competitors. “By stacking territories, an agency’s biggest competitor is often another office from their brand. By avoiding shoehorning too many offices together guarantees a highly collaborative culture at Raine & Horne. 

Travis Wentriro continued, “We want our offices to be geographically close enough to leverage off each other rather than compete for appraisals and listings. This balance guarantees our offices are happy to come to regional meetings, meet up at award nights and take training modules together. 

“Also, at Raine & Horne, we understand Corporate works for our offices, not the other way around. We go on the journey with them to help them grow and futureproof their businesses – but of course, without competing with each other.”

COVID collaboration aids cultural development

According to Mr Wentriro communication is at its highest point ever across the network because of COVID-19 restrictions. “Our aim was that no office felt left out during this pandemic, and this is the benefit of major brands such as Raine & Horne, which take pride in its collaborative culture,” said Travis Wentriro. 

“The amount of training we’re doing weekly to keep our offices engaged is mindboggling, while we are continuing to run our $200,000 internal incentive campaign for our sales and property management staff to keep them involved.

“Prizes might include a $2,000 Gucci bag for a leading salesperson or a credit card with $1,000 for spending. We haven’t put a break on our staff recognition programs because of COVID.

“We even brought many hundreds of team members together in August for our National Awards presented virtually by co-host of Seven Network’s “The Morning Show”, Kylie Gillies.”

He continued, “These events celebrate our best Principals and sales aces and commemorate the achievements of our best Property Manager and administrative staff. Our culture at Raine & Horne is all in and recognises the family tree with our offices. We want the whole team to know that we’re there to support the Principal and the entire group within an office. Some of these people could be future Principals.”

In September, Raine & Horne ran a four-part Rising Leaders Forum hosted by Kylie Walsh, the director of coaching consulting firm REGROWTH. “This online program is aimed at people starting on the Leadership tree or are about to go into leadership roles, which we value in the network,” Travis said.

Taking courses such as the Rising Leaders Forum online has been forced on the Group by COVID lockdowns and restrictions, but virtual communications have unexpectedly provided cultural benefits. Travis Wentriro elaborated, “Our regional offices are thrilled with the move to virtual training, awards nights and regional meetings as it saves them so much time and money. They don’t have to get in the car and drive 300 kilometres to Orange to get a regional meeting or a training session.”

–ENDS–

For further media information, contact:

Olivia Rowe, Content & Communications Executive, Raine & Horne Group on 0432 113 569