Service is something we provide, and something our residents and prospects expect. It means going above and beyond and not meeting their expectations, but exceeding them. Keeping your team motivated so they continue to give great service has and always will be a challenge. I have said it time and time again, I believe if we treat our employees as number one...they will in turn treat our residents and prospects as number one. So how do we keep them at the top of their game and "in" the game so they score a touchdown every time they come in contact with someone? I am confident there are some tried and true ways we can facilitate great service, while keeping our team motivated.
1. Communication - Open, honest, and straight forward! Communication is the key to success and one of the keys in maintaining a motivational environment. This includes constant and honest feedback, making sure the team not only knows the goals but the reason behind them, and understanding what mediums to communicate specific messages and how you communicate may depend on who it is you are communication with. Share the good, the bad, and sometimes the ugly (or also called the challenging).
2. Keeping their eye on the target and goal - While we as supervisors and leaders need to focus on goals an objectives, we must never forget we should also insure our teams can see the target as well. Sharing budgets, goals related to leasing and resident retention help your team understand expectations and hit the target. Remember it is impossible for a team or someone to hit a target if they can't hit it. It is also important that the target be understood as achievable. As an example if the goal is to lease thirty apartments in a month, team members may see this as a high number. However, if we say to them this only means one lease every other day with two leasing specialists in the office it now sounds like an achievable number. One technique I like using is a goal board where not just the current goal is visible, but the progress of reaching that goal is visible as well. If the goal is thirty leases, I number from one to thirty on the board. The first person to get a lease in that goal period signs their name through that number showing twenty-nine left to go. It not only helps them track the progress, it also instills a competitive spirit among the team.
3. Finding variety in what they are doing - Keeping team members motivated is difficult, especially during soft market conditions and challenging times. Finding creative ways to inspire your team are critical to success and keeping good people at your sites. Contests can be good, however, sometimes it can be the prize attained and the competitiveness that are more important. I also like seeing competition between properties in a region where the entire teams are rewarded if the goals are met, taking into consideration maybe more than one site is a winner if multiple locations meet their goals. I remember one time telling a site team I would dress up in a banana costume and be a human directional on the main street for an entire day if a goal was met for occupancy and collections. I set the goal high (who wants to dress up in a banana costume in Florida on a hot summer day), and to my surprise it encouraged the team to dig down and not only meet the goal but to exceed it. By the way, the sign I had to display in the costume was, "We have apartments with appeal!"
4. Share the successes and feedback - Too often we are quick to tell teams and team members when goals are not met or when results not attained. On the other hand, we don't always share success and positive feedback. Positive feedback can come from our observations, financial reports, goals met, communication from vendors and residents, and even a ratings site (which I will not mention). If I am visiting on a site visit and see a leasing specialist doing a great job with a prospect or resident, I will go out of my way to let them know my observations. If I review service request follow up and see consistent high marks or favorable remarks, I will do the same with the service staff. Acknowledgement of success is in my opinion equally if not more important than quickly responding to unfavorable performance.
5. Asking for their input and ideas - The real definition of a team means soliciting ideas, input, and suggestions from team members...ALL team members. Getting everyone involved is important and lets all members know their importance as a team unit. I have also received some exceptional marketing and leasing suggestions from service, and great ideas can some from those you don't expect. Remember, a leader is not a title...it is a person. I have had some great leaders as grounds people and porters, just as I have as managers.
6. Lead by example...get involved yourself - I am not afraid to do anything I expect other team members to do. I recently had a service manager I worked with call me and tell me his respect for me was amplified by the fact I would jump in and do things no other regional he had worked with with do. When we experienced a hurricane and flood in central Florida, I was there in waders helping out. If I was in the office I would answer the phone and lease an apartment just as quickly as anyone. As Bryan said, "I admired you because you were there next to us in support, beside us to encourage and understand, and in front of us to lead the way and show us the path to success." That my friends, is why I do what I do. Thanks Bryan, your call that day made my day and my respect for you will always be true as I see you as a leader as well.
Until next time. Keep leading, keep leasing, and keep the faith.
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