Developing Talents and Identifying Greatness

One of the great traits of a leader is empowerment and identifying the talents of others.  To only focus on what we have done as individuals and not looking at helping others in their career is selfish and short-sighted.  There have been many associates I have worked with which I saw great potential in their abilities, including some that I knew would some day exceed mine. 

Leadership is sometimes focused so much on the end result, they forget how important the steps are in getting there.  It's like climbing a ladder and seeing the top as you rise, and loosing your footing because we didn't see the steps or identify where our feet need to go in the process.  It is those steps that help us the next time we need to climb the ladder of success, and understanding the support and what it takes to lead to greatness.  Management is helping others climb the wall of success.  Leadership is making sure the ladder is on the right wall and is tall enough to reach the goal!  This means making sure the people that help us  have the talents and environment to help us reach the objective. 

Everyone that knows me understands my passion for education and training, and always looking to develop our personal skills and those that I work with.  This is only one of the rungs of the ladder to success.  We first must identify team members and the potential they possess who will hold the ladder and provide stability in the work environment.  Second, we must not be afraid to empower these future leaders, sometimes letting them learn from mistakes.  One of our greatest national treasures was a man named Thomas A. Edison.  He once said:  “Negative results are just what I want. They’re just as valuable to me as positive results. I can never find the thing that does the job best until I find the ones that don’t.”  













No one reaches greatness alone.  No great leader was successful without surrounding themselves with great people to work beside them as they work as a team, walk in front of them to sometimes shed light on alternative solutions, and behind them to support and at times encourage even the greatest leaders.  No great leader neglected to identify and acknowledge the hard work and support of those that held the ladder. 
 

Therapy

In addition to property management and performing training and education, one of my job’s is diving, I am in the water several days a week performing maintenance on the aquarium or leading dive groups for a guest underwater experience where I work at Disney.    In a few weeks I will be embarking on a vacation to a Caribbean island and take a guess what I will be doing!  Ok... you guessed!    So my wife and I were talking after watching a show where a boss goes undercover in a ski resort where he is the Chief Executive Officer.  One of the workers who is a ski instructor communicates he wants to go on vacation and visit a ski location in Alaska.  My wife turns to me and says, “sounds like you.”  Now some might say I’m obsessed with diving and if you looked at my garage and the amount of gear I have as well as the pictures of the underwater world I have on my computer, guilty as charged.    You also need to understand my wife is not a diver, however; she loves to travel with me to exotic destinations.  She can been seen waving at me as the boat leaves the dock, and laying in a hammock on a white sandy beach with a good book and a cocktail in hand when I return (umbrella and fruit usually included). For you married divers, the true definition of a safety stop is; “picking up flowers on the way home from a dive trip.”

So, why do I go on vacation and dive when I dive almost every day at work?  I can sum it up in one word, “therapy.”  Those who have found the tranquility of the underwater world understand what I am talking about.  No cell phones, internet, text messages, or other life distractions can be found on a reef at forty feet.   Nothing but my bubbles and the natural environment that took thousands of years to create and is there for me to take in, and for a change (no offense to those I lead on dive groups or act as safety diver for) I don’t have to watch anyone else.  It’s just me and my aquatic friends, and there is nothing like it anywhere else!  As the commercial goes: Cost of a new dive knife…. $60.  Boat trip to a reef with my friends ….$100.  Hours underwater in a world others only see on National Geographic and experiencing it personally…Priceless!  To watch a shark as he stalks a reef, see a sting ray as he hides himself in the sand, or view beautiful angelfish as they dance across the coral, it is a world special to me.

We may dive for different reasons.  To escape the stresses at work and use it as therapy.  To teach others what diving is all about.  To share what we see with others through photography and video.  To study the animals we see and even some we cannot without the use of a microscope.  To check on the changes our planet is going through and perhaps find ways to protect it for generations to come.  To discover new species and perhaps understand more about our past.  To go where others have never gone before and set new records.  No matter what the reason, diving has become a hobby for some and an occupation for others; and there is nothing wrong with using my talents of my occupation as a conduit for enjoying it as a hobby.   So the next time you call my home and ask if I am able to come to the phone and I’m on a dive trip, don’t be surprised when my wife replies, “Sorry, he’s not available he’s in therapy.”  I just hope it’s not someone calling to ask me about the submission of my resume for a job.  Doubt I will get the interview with that response.

Developing new talent

I have been speaking over the years and all those that know me understand my passion for training and education.  I would never have been the person I am today without those along my career line sharing information and believing in me.  Leaders should constantly be looking for, molding, and developing new talent for the future.  It is also extremely rewarding to see others move up the ladder of success because you played a part in their development.

Training and education should never stop, however, most times in most positions after initial orientation and training a training plan is not available or encouraged.  Why not you ask?  Because most organizations do not see the reward with the expense or understand the motivational environment it creates.  When not in property management I am a cast member for Disney diving with sharks.  Yes, I'm in the water with real very large sharks every day and it is awesome.    This is a company that not only encourages training and education, but has one of the largest divisions related to training and education in the country...if maybe not the world.  Maybe, just maybe, this is one of the reasons Disney is known for excellence in guest services and the many years of success.  When a need was identified related to a safety issues, my coordinator asked me to develop operating procedures and head up the training program.  No long drawn out process, just do it.  Whow, what a fresh and welcoming way to enhance education within our group.  When a need was identified to conduct shark suit training for our aquarium team, I was again approached since I had training in that area.  Want to take a course to take you to the next level, Disney has one for just about every area and subject matter.  Have to say, Disney does it right!

Part of the reason for promoting education and training is helping to not only develop, but identify new talent.  Who will lead your organization in the future?  What exceptional talent may you loose if you do not identify future stars?   Leaders look for opportunity and new responsibilities, and true leaders are never complacent with where they are at and where their team is at.  I remember a young man I had once in a CAM class I was teaching.  His responses, attention, and openness told me he wanted to learn and had great potential.  I had the opportunity to work with him as his regional and he says with my guidance developed leadership traits he has today.   He later when on to become a Regional Director and has truly become a leader and someone who also sees the abilities in others.  One of my proudest moments of many similar stories.

 Seek out new talent through education, training, sharing, and believing.  Find ways to make education fun and exciting.  Develop a strategy to identify the leaders of tomorrow, and in the process you may find you are educating yourself.  Developing new talent does not have to be difficult.  A little training, motivation, education, and inspiration can take any team to the next level and in reaching new goals.  If it isn't there create it!  If not provided, seek it and find where you can learn!  If you desire it, ask for it! 

Managing My Marketing

If it's not broke, don't fix it!  We have all heard that expression and at times maybe even used it.  Problem is, when it comes to marketing it may not be broken, just not maximizing your return which in my opinion is the same thing as broken.  Marketing mediums are not all alike, and the efficacy of marketing mediums depend on many variables.  What demographics is the site or publication hitting, what is the distribution and is it hitting your target market?  How easily can content be updated and changed, as well as who can make these changes and how quickly?  How is the traffic tracked, and what data do you get for follow-up and what segments of data are available to help you understand the profile of your guests?  How can you determine which mediums create the most benefit from the expense?  What mediums should I be in and how can I provide rationale to ownership and management to add marketing dollars?  How is technology changing how I market, and how do we stay ahead of the curve when contracts are signed for long obligation periods?  And last but not least, is your message driving leases or just phone calls?   So many questions, so little time to write...so we'll touch on a few of these area!

Let's start with all the options we have and the different mediums trying to vie for your marketing dollars.  Having prepared hundreds of budgets and managed for owners, REIT's, and third party companies, ownership (and upper leadership in some cases) is not always understanding to the expense side of the financial and budget when it comes to marketing dollars.  We are constantly asked, "How can we minimize or reduce expenses and is what your asking for absolutely necessary?"  We must also acknowledge every marketing provider can say, "We are the best."  So, how do we know we are putting our marketing eggs in the right basket and can get the maximum result to increase revenue and occupancy?   Not all of the questions are aimed at marketing mediums nor do they place responsibility on them.  First line of responsibility is with us as property managers and business owners!  Do your homework, check references and statistics yourself, verify your analysis with someone you trust, listen to others, and be prepared to justify your recommendations and decision. 

I have always been an advocate of looking at leases and not just leads when reviewing and analyzing marketing mediums.  This is of course assuming you believe your team is doing the basics related to what I call "first position" leasing.  What is "first position?"  Well, glad you asked.  Are they great at handling telephone leasing and are they maximizing conversion ratio's from call to visit?  Are they quantifying the marketing source that lead them to the call or visit?  Are they performing effective and timely follow-up?  Are they superstars when it comes to leasing and closing?  If so, the next step is looking at your message.  What am I saying in my advertisement and is it generating interest to get the call and the visit?  Is my message in the ad representative of the property being presented?  Last thing you want is your ad gives a Class A feel and a Class C visit.   When you ask these questions and go back to the lead versus the lease analogy, leases put money in the bank...leads do not! 

Second position is content, the words you choose, the pictures and other content presented, and does the ad hit your target market.   Once again does the message fit the community and is it motivational (create action to call or visit)?  What do you use as bullet points and what order do you put them in?  What are you saying in your "paragraph" section, and are you keeping it brief because we all know people review advertising today in bites and more is not necessarily better?  Do your pictures really tell a story and are they representative of what the guest will see upon visiting your site? 

How do I convince ownership or upper leadership to give me more marketing dollars, or in some cases keep what marketing dollars you have had?  First question, have you answered all the questions already talked about above and made good decisions in the past to provide a basis for justification of what you are asking for?  If not, your chances are already reduced.  Second, prepare a CBA or Cost Benefit Analysis for what you are asking for or trying to justify.  Basically, you have to sell your marketing dollars just as you would a budget.  Those that have attended my "How to sell a budget" workshop know what I am talking about.  Call references and document the contact and their results.  Compare apples to apples with your analysis related to the  type of community, advertising mediums used, leases provided, leads produced, and personnel.  A well prepared, documented, and presented analysis and plan can make the difference between getting a yes...and having to hear a no!

So, what is the answer?  Not all the questions I have raised have been answered and maybe the answer is in all the questions I have raised.  My intent here is not to give you all the answers as every community, ownership, and medium is different.  My goal is to get you to open your mind, really think through the process, and ask the right questions.   I could write an entire article or even a book on this topic (wait a minute...I have), and have only scratched the surface in how to look at marketing.  Knowledge is not in having all the answers, but knowing where to find them.  

Traits of a Leader

When I do seminars on leadership (my favorite topic and the most requested), I am often asked what are the qualities of a successful leader?  In asking others what they seek and desire in leaders, the answers are as varied as the weather in Florida. So what do you look at in qualities and why?  In my studies I also find it depends on many variables such as type of position and industry, level of workers and leaders, and more importantly how involved leaders are with their teams. A few of the top qualities include honesty, a great listener, effective communicator, a sense of humor, believable, passionate, fairness, trustworthy, and of course decisive.  Those that have followed my blog know I have written on this topic before, however, a recent discussion I had a with a friend raised my interest to write on this further.  I received a call from this person saying my name came up in a seminar when a question was asked, "Have you had a leader you admired and you felt really listened and cared about their subordinates."  Two people I had previously worked with responded and I was told the response directed at me.  Talk about raising my spirits when i got the call.  Thanks Bryan and Travis, I also admire and have a high degree of respect for you as well.  Let's look at a few of the more subtle but equally important qualities.

Sense of Humor - Yes, and I don't mean able to tell a joke!  Being able to laugh and sometimes at themselves, able to use humor effectively and taking into consideration sensitivity issues, and making the work environment fun in a motivational way.  I remember one time challenging my team at a property to getting forty leases in a month, a feat that had never been achieved at this particular site and a goal many thought unachievable.  Well, after first showing them how it could be achieved by how it was presented (not just presenting it as forty leases but less than 1.5 leases per day an amount that was possible), I offered part of the prize for me to stand in front of the property in a banana costume holding a sign saying, "We have apartments with appeal!"  As soon as I said what I would do the first question was "for how long?"  I said I would do it for two hours, and the Assistant Manager said, "Give us three hours and we'll hand out bananas to guests."  Needless to say, I look great in a banana costume and the team exceeded the goal by doing forty two leases.  One of our greatest leaders known in time was Winston Churchill, and he was known for having a sense of humor.  At a dinner one night he was telling some let's say sensitive jokes to which one lady at the table took offense to.  The lady said, Mr. Churchill, if I was your wife I would consider putting poison in your drink.  Without missing a beat he turned to the lady and said, "Madam, if I was your husband I would drink it."

Being Decisive -  Teams will follow a leader who is not afraid to make a decision, and will not follow someone who indecisive.  Making decisions is critical, and the end result making decisions that the team can relate to or understand is equally important.  Providing the "why" in addition to the "what" develops an understanding of the rational behind a decision, especially one that might not be accepted by the team without it.  Leaders make decisions all the time, however, seldom share the why behind it.  This can create a misunderstanding of a task or goal, and not allow for acceptance of what is to be done.  We need to get forty leases this month.  Why?  Well with having a higher number of lease expiration's and an above average number of notices, this will allow us to meet budget and maintain our chances of meeting bonus.  Now they understand the why behind the what. 

Willing to share the glory - Too often leaders or managers are quick to be critical, and slow to share praise or not praise with sincerity.  If someone is doing a good job let them know it and share it with others, and equally as important praise quickly.  Be specific about the praise by telling them "specifically" what they did well and ask them what they believe were key factors in doing the job well.  You probably will learn about what motivates them, and they will also take away a feeling you are truly caring about accepting input related to the task.  By asking questions and being specific about the accomplishment, a team or team member will accept praise as sincere and believable.  If we constantly just say, "good job" without specifics, after while they will look at the praise as simply lip service. 

Able to listen effectively - Team members want to know you are listening, and listening with understanding and compassion.  There is an art to listening as a leader and I hear way too often, "We think they are listening but nothing is ever done or they really don't care."  Acknowledging you are listening, repeating what you heard to create understanding, and helping them understand your limitations in what can and cannot be done will develop a path where they know you are listening and not just being a sounding board.  Listening also means asking for feedback and sometimes their input on solutions.  None of us knows all the answers and others just may have a better solution.  My wise and wonderful Father once told me, "Knowledge is not knowing the answers...but knowing where to find them." 

I could write for days on this, however, everyone looks at leadership differently.  What I hope to generate from this is discussion and thought processes related to what you look for and why, then share it with others.  Now go lead!
 

Inspiration

True leaders know the definition of inspiring others.  Leadership has been described as “a process of influence in which one person can enlist the aid and support of others in the accomplishment of a common task."  Since none of us works in a vacuum, it takes a team of others to reach goals and objectives.  That being said, how do we inspire others to excel and exceed as leaders?  Each of us are individuals, so each of us may be motivated for different reasons and in different ways.  However, there are basic principles great leaders look at to create the inspiration related to a motivational environment.

1.  Develop an understanding of the jobs others do.  Leaders know their people and the jobs they are entrusted with.  Having a leader-team member interaction and communication can be extremely helpful.  Leaders often depend on mid-level associates to develop this level of understanding and communication, and since we are human interpretation of the job and associated challenges can be subjective.  Getting out in the trenches so to speak can provide a better understanding of the tasks at hand which can lead to solutions when challenge arise.

2.  Sharing the goals and target so everyone can reach it.  I have always had a saying, "You can't hit a target if you can't see it."  This is especially true with goals and objectives for teams, and sharing those goals and objectives helps them understand what they need to do and as we will discuss in the next principle the why.  This communication is critical, and more important if the goals are specific.   A goal may be to provide great customer service.  Problem is everyone's definition of great service may be different, just as the customers expectations may be different from one guest to the next.  To state a goal of having no less than a nine rating on customer responses out of a potential ten score and then helping the team understand what it takes to get a ten will produce greater results.

3.  Share the why as you show them the way!  Leadership is about steering the team in the right direction and getting others to follow.  Anytime leadership provides a course just like in the operation of a ship, directives have to be given and commands made.  Effective leaders will share with a team why a directive is given, and what the anticipated result is.  This assists not only those in direct line positions to meet expectations, but also helps mid-level individuals make small course corrections and support open communication with the team.  An example might be with a manager asking them to provide a market report and update on competition out of a normal cycle.  The manager wonders why this is being asked, and may not understand the necessity of the task.  If communication is made the report is being requested because ownership is looking to expand within a market and this will assist with necessary data in making an accurate and comprehensive look at the options, the manager now understands the why and with the addition input of "accurate and comprehensive" in the wording has a better chance of providing what is expected.

4.  Don't be afraid to get your feet wet!  I remember a case when this was not only figuratively but also literately the case.  In 2008 Tropical Storm Fay dropped a record rainfall (over 18 inches) over several days on the East coast of Florida.  Entire areas of Melbourne, Florida were under water and storm drains backed up unable to handle the amount of water.  One of my communities I managed had 1/3 of the apartments sub-grade, which means half above ground and half below ground level.  There was no storm drainage on the entire 180 apartment site, and the two retention ponds were now spilling over into the grounds and parking lots.  During the storm I traveled to Melbourne and in communication with the team found out I would not be able to drive to the office as the parking lot was under about a foot of water.  After making a stop at Walmart in Orlando and buying wader boots for myself and the staff, I made it to the site after having to divert my drive with several roads impassable.  I showed up in waders (handing out extra pairs to the site maintenance team), and then walked the property communicating with the residents and making plans for disaster recovery.  Phone in hand I am calling restoration and pump companies, with water almost as deep in some places as my boots.  A great leader sometimes has to go to the front lines to see how the battle is progressing.

Leadership is more than the four points above, and inspiration comes in may ways and may be different in various positions and with various teams.  Finding those things that motivate and inspire are part of effective leadership, and finding new ways to inspire and motivate means not being complacent.  Life changes, business changes, our customers change, and technology changes.  Why should we not be believe finding inspiration with our teams will not change as well is foolish.  Inspire yourself to inspire others.  They will take you farther in your career than you can go by yourself.   Now go lead.

When opportunity knocks...answer the door!

I have been fortunate to in my career to have many experiences and blessed to have worked with some fantastic teams and people.  In addition to the people I have worked with, I have also had the opportunity to work in some interesting and challenging positions.  After serving my country in the US Navy and seeing the world (28 different countries), finding my place in property management was a series of events that all seemed to fall into place.  While spending my second enlistment in Great Lakes, Illinois I decided to follow my fathers footsteps and get my real estate license.  He was not only a great leader and father, but also my best friend.  He owned his own real estate company and was known by thousands for his real estate knowledge and passion for helping people find the perfect home.  You can say real estate was in my blood, and some how I knew it would be a part of my life.  Evenings and weekends I would list and sell homes, and in fact in my first week as a rookie sold a 1.2 million dollar listing.  Of course as things will happen, I didn't sell another home for three months.

After deciding to leave the service I interviewed with Allstate Insurance Company for a customer service supervisory position.  While real estate sales was something I had a knack for, having the demands of raising a family meant I needed a steady paycheck.  During the interview at Allstate the placement specialist said, "I see you have a real estate license.  What do think of property management?  We have an opening as Property Supervisor."  Of course I said yes, and the rest is history.   From commercial office property management early in my career to managing shopping centers, this was the beginning of what I was to do and who I was to become.

After completing and supervising an $8.2 million dollar renovation of an enclosed mall in Greensboro, North Carolina, life was good.  The mall looked great and grand opening was a hit, I was enjoying raising my daughter as a single parent , and had just met a fantastic lady who was to later become the love of my life.  New stores were opening up, traffic and sales were increasing, and everything was coming up roses....then it happened.   One of the owners came into my office and said, "We're selling the mall and the new owners want to bring in their own team."  What?  This can't be happening!  Yes  it was and I could have easily hung my head and cried in my beer.  Instead I picked up the phone and made some calls including one to the owner of a company I had met in Greensboro who had both commercial and multifamily assets.  He remembered me from a Chamber of Commerce function and said he had nothing in commercial but asked if I would be interested in interviewing for a regional multifamily position.  Being someone who believes if opportunity knocks you at least answer the door, went to the interview.  A couple of days later was offered the position and the rest is history and my introduction into residential property management. 

Later as many of you know I started teaching, first facilitating CAM, CAPS, and NALP classes for a local association.  Training and education was fun, educational, and something I had a passion for.  At one point started my own company giving workshops and seminars all over the country, again moonlighting in residential sales to subsidize my speaking habit.  Then back to regional management, and now on the speaking circuit again, this time swimming with sharks when not consulting or training.  Those of you that know me understand I have a passion for this business and to think it all started with a question, "What do you think about property management?"  So the next time opportunity knocks, at least answer the door.  Who knows, it just may lead you to greatness and opportunities beyond your wildest dreams.