How would you navigate a situation where a colleague takes credit for your successful sale?

When a colleague takes credit for your successful sale, it's important to address the situation calmly and professionally. Start by having a private conversation with your colleague to express your concerns and provide evidence of your contribution to the sale. Emphasize the importance of teamwork and fair recognition. If the issue persists, consider discussing the matter with your supervisor or HR department to find a resolution. It's crucial to maintain professionalism and focus on finding a constructive solution that ensures fair recognition for everyone involved.

If a colleague takes credit for your successful sale, approach the situation calmly by first gathering any evidence that shows your involvement. Speak directly with the colleague privately to express your concern and give them a chance to clarify or acknowledge your role. If the issue isn't resolved, discuss it with your manager by presenting the facts objectively, focusing on your contributions, and emphasizing your commitment to the team's success.

In my experience, if this happens, level heads will prevail. Sometimes things are not what they seem on the surface. Luckily, we don't have these kinds of issues. We have an office full of people that believe in honesty, and honestly we are here to help people!

Always have a conversation before moving forward. If you think the person you have a disagreement with may be confrontational, then always include a third party.

I would allow the individual to have their moment in the spotlight to receive the accolades and recognition for the successful sale. I would then go to our direct supervisor and explain that the employee must have been mistaken for taking the credit for a sale that was obviously mine. (present evidence) I would ask the supervisor for permission to speak with the individual privately and explain where they were mistaken in taking credit for my sale. After the discussion, I would follow up with an email to both the individual and our supervisor indicating that a meeting took place, the mistake was recognized, and the individual made assurances that they will no longer engage in this type of behavior.

I actually, had that happen to me. I discussed it with both my manager and the owner of the brokerage and they wanted to go after the other realtor. I had the proof to show that I had initiated the original offer. I decided to let it go. Like Michelle Obama, I decided to take the high road. I also figure the other realtor will get her own as Karma is a bitch.

An example I’ve seen is when someone saved copies of key emails and project notes to document their involvement in a sale. They weren’t doing it to be suspicious or confrontational, but just to ensure they had a clear record of their contributions. This came in handy when they needed to clarify their role later on. By having everything organized and ready, they were able to calmly and confidently address the situation when it came up, without it turning into a big ordeal. It’s a smart way to protect your hard work and make sure you’re recognized for it.

Com as provas em mãos temos a possibilidade de algumas abordagens: 1- Se o foi o próprio colaborador que se creditou pela venda - A abordagem seria primeiramente direta, em uma conversa franca e transparente, de forma privada. Caso ele continue reticente sobre o assunto mostre as provas e avise que vai levar o caso para seu superior imediato. 2- Se foi o seu superior imediato que fez esse crédito a ele - Tenha uma conversa franca com ele mostrando as provas e caso não haja mudança procure seu superior mediato.

Any argument you hope to win or prove requires proof: not alternate facts, but data and documentation. In the olden days this type of conflict would be a he said she said situation. But any sales professional or organization worth their salt will have a CRM. The paper trail provided by date stamps for the actions, calls, and emails will prove beyond a reasonable doubt your work to win that deal. If you didn't use the CRM before this situation...lesson learned.

Never assume. Ask very pointed questions politely and try to come to a resolution that will ensure this type of situation will not occur again.

This is my best advice... pull them aside and have an honest and open conversation. Approach it calmly and methodically. Don't jump to conclusions and make sure you are listening to your colleague.

Sometimes it can be as simple as a miscommunication or misunderstanding. Your role once determining intent on their end is to approach as curious as possible. Ask questions and gain clarity on the situation. Then address the issue head on with logic, facts, figures so that you can amicably resolve it and come to an agreement or understanding.

Something I’ve tried before is having a casual, one-on-one conversation with a colleague when there’s a misunderstanding. Instead of jumping into a formal discussion, I’ve found that approaching them in a friendly, non-confrontational way—maybe during a break or over coffee—helps set a positive tone. For example, I’d say something like, “I noticed you got the commission for the sale, but I was pretty involved too. Can we talk about how we’re sharing the commission?” Keeping it light and informal often makes the conversation smoother and less stressful for both parties.

The importance of a private discussion cannot be overstated. This offense must be addressed. But to do it publicly, would only mar your own reputation as much as the offender. The discussion will set proper boundaries: provide them the out, don't be accusatory, provide your proof, ask how it happened. By not being accusatory, the offender will not be backed into a corner (nothing more dangerous than a trapped animal). The approach communicates you know the truth and you allow them the grace to feel remorse. The mere addressing of the issue confirms that you are on your details and will not allow this to happen again. Conflict is not bad when it is done professionally.

Very rarely will you need to go beyond the professional conflict step. But some things can't be helped. Begin with the end in mind, keep your emotions in check and have a private conversation with your supervisor/manager. Lay out the situation, provide your proof (you do use your CRM religiously, right), and the details of your conversation. This is where the manager earns their keep.

Depending on the situation. The first time is a private conversation. After that, any recurrence is a management meeting to clarify the situation.

First thing to understand is do you and your colleague roll up to the territory/same manager or different? If different, it makes is much easier, since you're manager will naturally be aligned with you (your quota rolls up to them) and they have an incentive to fight for you. If you roll up to the same manager, then proceed with caution and be open to forgoing the credit if it risks the relationship with your manager. In this case, though the manager should be incentivized to have clear rules of engagement/swim lanes, so if you're in the right and present your evidence calmly, you should end up in a good spot.

Maintaining relationships is one of the hardest things to do in sales. At the end of the day, you need to play the long game. Don’t burn a bridge if you don’t have to, and try your best to take the highroad.

This should be the ultimate goal. Maintaining or preserving the relationship. Commissions will come and go. There will be more opportunities. Its usually not worth burning a bridge or tarnishing your reputation or ruining a relationship over a commission.

The easiest thing you can do here is try to maintain a measure of levelheadedness. In order to do that if you need to try to stay as logical, empathetic and understanding as possible during this time. It’s very easy to get emotional about money when it has such a high value for so many people. Being able to maintain a relationship with your colleagues, superiors, your teammates is very important to your long term financial success. Ensuring that you can be calm in the eye of the storm will help you to get what you will deserve in the end.

More often than not, sales conflict be avoided by having a conversation with your colleague. No matter what the situation, you need to be prepared with evidence that clearly shows how the credit belongs to you, present it to your manager and get her/his approval before putting it in writing. At times, when there is no clear evidence, here is where integrity comes into play. Approach with caution and talk to your colleague/manager and take the high road if you have to, but make sure your manager knows what is at stake and in spite of you being in the right, you were ready to take one for the team.

It is important to set boundaries in every aspect of life but especially in the world of sales. If you feel a colleague is intending on cutting you out of your deal or taking over a sale after you have initiated contact with the client it is imperative that you shut it down immediately. Not drawing the line in the sand in the beginning will cause unneeded stress and ruin morale in the workplace. Make it clear you won’t tolerate anyone taking advantage of you in any way and that will set the tone moving forward. Respect is not earned, it’s taken.

It’s very important to set boundaries and learn how the team operates for future projects. It’s important to understand how to establish clear record of work being done to avoid future issues. A team is a puzzle that needs to be put together every piece will fit , it’s about figuring out how to.