So you want to be a property manager?

I first want to thank those that have recently contacted me to let me know how much they enjoy my page.  Those that know me can attest I have two passions, being leadership and property management.  OK, maybe I have a few others like diving with sharks and family.   I have had some amazing experiences in my property management and now Disney career as a leader.  What an amazing ride it has been so far.

So you want to be a property manager?  How does one get into this business?  I have asked that question of hundreds of property management professionals, and more times than not it was not something they were seeking rather something that found them.  Most people do not get into this industry through a college degree.  There are only a handful of universities that have property management programs, while we have hundreds of thousands of employees in this business.  Maybe they were familiar with the job because they applied for an apartment previously and had great customer service skills coupled with an outgoing personality.  Maybe a friend or family member in property management recommended they look at industry opportunities.  I have actually had several respondents who said they needed a job and lived in an apartment community that was hiring.  

So what does this industry provide that others may not?  First, no two days are exactly the same and something new will always be on the horizon.  If you want diversity, this industry provides it.  From the service side that may have ten service requests one day and because rent is due now you have fifty.   Or the office staff who is outreach marketing one day, answering the phones another and leasing apartments another, and yet another planning or putting together a resident activity.  We forget about the service tech that is called out at two in the morning because someones toilet is flooding the apartment downstairs.  Or how about the property manager who must wear one of the following or many of the following hats at any given time and be prepared to adjust to the moment:  Risk manager, financial consultant, marketing director, human resources consultant, project manager, emergency preparedness administrator, advertising expert, sales adviser, trainer, psychologist, asset manager, budget and reporting expert, inspector, and occasional babysitter when a lost child wonders into your office.  You may have to deal with some really "heart tough" issues including collecting rents, dealing with the death of a resident, or raising rents that challenge both your residents and staff.  You may be faced with fires, floods, hurricanes and severe storms, car accidents, equipment failures, budget cuts, market changes, and not to mention dealing with personal issues related to your team.

For those of you in the business, you're probably feel you need a raise after thinking about all the responsibility you are given and the hats you must wear.  If you are not in the industry you may be thinking, "Waiting tables at Olive Garden doesn't seem so bad."  One thing is for sure, if you find yourself in property management for any period of time it gets in your blood and into your soul.  This is especially true within multifamily and the apartment industry, because of the diversity of jobs and the diversity within those jobs.  All of the above for some of us is why we love the challenges and opportunities provided in property management.  You may also find when you ask that waiter who made a customer service impression on you, "So, you want to be a property manager?," this was exactly how you discovered the profession you have chosen. 

Activate your Activities

Activities at your community are critical to a sense of "community," and have a significant impact on  your resident retention.  What activities work at your site and are perceived as "value" to your residents?  The first part of the process is understanding your demographics of your resident profile and what are the key interests of your residents.  You can plan functions, parties, and activities, but without interest and perceived value to your residents you are wasting your time and resources. 

Look at the lifestyle of your residents as well as other factors such as income levels and age groups.  Unless you are managing a senior community or college property, you may have a very diverse profile living at your site.  Remember, activities do not have to be a cookout or what we traditionally have known as events most of us have tried (end of summer party, holiday events, etc.).  We live in an information age any there are so many factors related to information that may benefit them.  Let's look at some of the examples of events you can consider:

*  Genealogy has turned into a passion for many people.  Web sites and even television shows have been developed for tracing your family tree.  The resources are as far as the imagination can take you, and you can visit foreign lands and do research without leaving the comfort of your living room.  Bring in someone who has expertize in genealogy and research to assist residents in tracing their family heritage.  Doing it as a group shares the surprises you may find, and is an extremely low cost activity.

*  Health and wellness seems to be a topic that stays around through generations.  Whether it be bringing in a fitness trainer once a month to your exercise facility or coordinating volley ball teams to play at your court, use your imagination look at the possibilities.  I had one site that brought in a fitness trainer and because he consulted with several residents on fitness and was paid directly by them, wanted to increase the days he came to the site.  An initial investment for this activity soon turned into a free service for our residents.

*  Finances and investing are something everyone has an interest in, however, few have a true understanding of how the financial markets work and how they can plan for their financial future.  Bring in a representative from Schwab or one of the other financial institutions to provide a workshop on educating your residents.  I have found these financial institutions will fall over each other to have the opportunity to bring assistance and information to your residents. 

The ideas are endless form chess clubs, cooking demonstrations, travel, nutrition, gaming (computers are of course huge), pet health and training, discover scuba classes in your pool (yes, I'm a a diver but this has been a huge success), pet adoption events, emergency preparedness, storage and closet organizing systems (especially since our residents have more stuff than ever before), DVD and game sharing clubs, gardening (patio or container gardens are really hot for apartments), homeopathic information, bicycling events, pet activities and fairs, and the list goes on.  Also remember activities can be as simple as tracking resident birth dates and putting a balloon on their door or sending them a card.  We get this information on the application and all you need to do is set up a calendar specific for residents birthdays and someone daily checks it as part of their daily checklist.  Imagine coming home and unknown to you there is a happy birthday banner across the door and a balloon wishing me a happy birthday.  Effective, but simple and how many other communities do this?  Resident retention is not just about relationships, it's about building and maintaining them.

Do your research, and don't be afraid to ask your residents what is important to them and what they might have interest in.  Developing a plan is the first part, with the most important marketing and implementing the activity.  Get your team involved, and don't be afraid to survey your residents in developing an action plan.  Plan at least 90 days out for any activity, and the better the organized and marketed usually the better the attendance.  As I have said before, throw everything on the wall and see what sticks. 

Multifamily Evoluation

It has rained all day here in Central Florida, which provided me with an opportunity to jot down some of the things I have been thinking about recently.  This is also the first chance I have had to write since my trip to the United Kingdom.   Nothing like the fresh air of Ireland and beautiful scenery to trigger your senses and reflect on life in general.  Something about a rainy day just makes me want to write, so here goes.

The term "apartments" was derived from an American standard of living in the late 19th century. While apartment living has been traced back to Roman times, the concept of multifamily or apartment home living transitioned from the term "flats" which is still used today in the northeast. Census estimates show that at the beginning of 1900 almost 75% of Americans lived in apartments. Most early apartment buildings were upper floors of homes or converted hotels and more closely related to studio's or efficiency units. Then sometime around and after 1920, multistory buildings were being constructed the the phrase, "studio apartment" was coined in the New York metro area also called "cooperative apartments." After about 1930 apartment buildings were common and amenities such as private bathrooms and kitchen appliances were common.  A large apartment building might be 20-30 apartment homes or flats, and in some cases were nothing more than a converted warehouse with walls added.  Then something happened, and none other than the US Military assisted in developing what we know today as an apartment community.  During World War II, military bases built entire communities of multi-unit buildings to house families of those serving in our armed forces.  Prior to that period there was not as much consideration for the familial unit in the armed forces, and changes had to be made.  They added parks, swimming pools, and playgrounds in an attempt to provide housing for those serving and in training of our military. 

From what started as mom and pop renting out rooms in the upper story of their home to the complex and diverse industry of today, many changes have taken place.  From rent by the week with nothing more than a handshake to leases several pages long, we have witnessed the evolution.  From ledger cards keeping track of receipts and charges and NCR (no carbon required for those under thirty years old) work orders the business of apartments has transitioned into one of the largest industries in the world.  From signs on a telephone pole advertising "apartment or room to let" to Internet web sites where you can take a virtual tour and rent your apartment in a matter of seconds without even seeing it, we have come a long way. 

Today it is estimated that only about 33% of Americans live in apartments.  The dream and reality of home ownership has changed, coupled with the construction of "cookie cutter" homes and communities.  That being said, there are indications apartment home living may be on the rise again...at least in the short term.  Jobs have started to come back, however, annual medium income has been declining over the past 6-7 years.  We had what was termed as "the housing crisis," tied to economic downturns starting in 2008 and increasing foreclosures and bank defaults.  Occupancy has been steadily rising in most apartment communities and in most major markets, and new construction of multifamily sites is again on the rise.  The most recent report for 2014 shows apartment occupancy is the highest it has been since 2000, and both rents and occupancy have been on the rise.  

Everything in our business runs in cycles and we don't need a Quija Board to discover what goes up, will some day come down.  These cycles used to be more determined on the banking industry, federal reserve, national economy, government regulations, technology, and interest rates.  Today we live in a global economy and external factors as well as internal factors play a huge part on these cycles.  Technology is changing quickly and in addition to rent optimizers which automatically set rents for a site staff, the way we communicate with both our teams and our residents is changing.  To throw out some numbers only 10% of homes in 1950 had telephones, compared to an average of multiple phones per household today including cellular devices.  Today's apartment community has wireless Internet, multiple pools, a full fitness center, dog parks, a business center, walking trails, and trash picked up at your door.  I some years back predicated in one of my articles we would see convenience stores in apartment offices and on some communities and voice activated lighting, and it is already being offered.

While our industry has evolved, in some regards it has also remained the same.  What has not changed is we are still dealing with humans and their homes.  We touch their emotions dealing with their home, cars, pets, finances, credit rating, familial status, and their lifestyle.  We forget that service is more than an email and expectations will never go down, only up.  As we raise rents, so do we raise the expectations of our residents.  We may have new ways to market through electronic mediums, but the emotions and feelings of our residents is what guides their wallets and their mind just as how it always has.  So the next time you hear the phone and think, "another prospect," you are wrong it is a guest because they seldom stay forever.  The next time you ask when a resident calls in a service request, "What is your Unit Number?", you would be wrong because they live in their home not a unit.  Don't ever forget they have the ability to fire everyone in your organization from the CEO/Owner on down, simply by choosing to live somewhere else.  While our history has been interesting and ever changing, some things never change. 

It's about the experience!

How do you make your residents and prospects/customers feel?  Let's talk about the prospect part of the equation first.  Pretty much the same spiels are given at every community, and everyone seems to follow the same points for what we call the basic points of a good shop.  From an industry standpoint, we look at conversion ratios, traffic counts, prospect calls, and of course visitors.  I ask a very important question and that is, "Did I create an experience that was memorable or did I just deal with another prospect?"

Being a cast member for Walt Disney World and asking the question about how their experience was usually brings some interesting answers.  What do you remember about Disney and what impressed you?  I often hear how clean it was, or now nice the cast members are, or how uniform the appearance is, and of course how organized Disney handles tens of thousands of people every day.  If you have been at Disney, you probably remember your experience with one of these answers.  For some reason, they base their experience on all these things but seldom do I hear it was a specific ride or attraction.  Take Tower of Terror for example.  It cost Disney 100 million dollars to make this one ride...yes this one ride!  So what is Disney really known for and what do guests remember.  More times than not, it is about the experience.

Property managers need to take a lesson from Disney and instead of pointing out their pool or their fitness center (or the rides in the distance), focus on the living experience they provide.  Any Disney park you enter you are engulfed in an experience before you get near any rides.  You are greeted by cast members waving and welcoming you.  You are met with music, sights, sounds, smells, and even the sparkling clean environment long before you get to the first ride.  And even after waiting in line for an hour to see It's a Small World and complaining about the wait, at the end of the day we are still in awe because of the experience that was provided and the cast members that were there to assist us.  The service Disney is known for and the “experience” they provide is considered to be the best in the world. 

In the multifamily industry we provide homes and a lifestyle, not just amenities and things.  For some reason we focus on the tangibles, forgetting about the experience we have the opportunity to create.  I have said it a thousand times; any leasing person that sits from behind a desk and greets their prospects there is missing an opportunity.  Imagine this, you walk into a community center and a person meets you coming in the door and says, "Welcome home.  My name is Larry, how can I be of assistance."  This is an example of the difference between customer service and a customer experience.  The difference is in the journey as we take them from a customer to a guest and making the entire event an experience.    Imagine at the end of the visit instead of the leasing specialist just shaking their hand and thanking them, walking out the door with them and to their car.  At Disney resorts we have something called the arrival experience, but it is much more.  Those covering the curb greeting new guests also have another task.  As guests are leaving we say things like, “Have a magical day,” or “We’ll see you when you return.”  In what ways can you change the event into an experience, and leave a lasting impression that make guests want to return and call your community home?  Think about it.

I also mentioned the experience when we are dealing with our existing residents.  If there are opportunities when you have an unhappy resident or guest, how do they feel when they leave?  This is not how you feel, but does your resident feel.  Does your company have a “customer service” hotline or call number?  My feeling is if a resident or guest has to call customer service, then something has gone wrong with their experience.  Now I know there are going to be corporate exec’s out there that are proud of their customer service centers and believe they serve a purpose.  I on the other hand have a different take and believe it often leaves the site personnel trembling in their leasing shoes when someone asks for the number no matter how they dealt with the issue.  People call customer service when they have a problem. So equating customer service with customer experience is like saying that a safety net is a trapeze act. Yes, the net is important to the act. But if the performer needs to use the net then something has gone wrong with the show.  Disney strongly believes in “empowerment,” which means if a cast member believes they need to perform a recovery they are empowered to do whatever they feel necessary to diffuse the situation.  There may be a discussion later on the level of recovery that was given as a teachable moment, but a cast member will not be reprimanded or terminated because they acted in a recovery situation.  This is where I believe the multifamily industry could do better in providing teachable moments for recovery and empowering our site teams in the process. 

Customer experience includes a customer’s perception of a company, a customer’s interaction with a company, and a customer’s recollection of that entire process, from start to finish, at all points. Customer service is more than simply assisting customers and meeting their needs. It helps to shape the overall customer experience but doesn’t fully define it.  The truth is you don’t create an exceptional customer experience solely by empowering employees.  You also need customer service standards to support those employees, and, ultimately, your residents and guests.  Have you communicated those standards?  Have you provided how the empowerment system will work?  As usual, I have provided many questions and not necessarily the answers.  This is because every company is different, every community is different, and each resident base has a different set of expectations.  Remember, my job is not to have all the answers…buy to inspire each of you to find them so they become part of you as a professional.  Now go lead and enjoy the experience!

Leadership Skills and Teams

So you want to be a leader?   You can take classes and read hundreds of books and magazine articles but what I have found to be the true secret comes from within.  You see to truly become a leader you have to not only have certain skills, but more importantly know how to apply and use them. 

Over the past eight weeks I have been attending Disney University in a program called Emerging Leaders.  A select few (32 in my class for 2014 from over 65,000 cast members) are recommended to participate in this program developing leadership skills and learning from the Disney perspective what it takes to be a great leader.   Companies all over the world want to be "like Disney," and send their corporate executives to DU as it is called because of the traditions and reputation of the organization.  Unless you are living under a rock in some unknown region without communication, you know what Disney is and what it stands for.  Some of you may not know that the goal of the CEO of the company and its founder was not to be the biggest or most powerful company in the world, but something very different.  That goal is to be the most "admired" company!  That puts, in my opinion, what Disney stands for in a totally different category.

I must say, it is an amazing program and even though I have written books and hundreds of articles on leadership I have learned one thing...there is always more than can be learned.  In looking at all of this, part of the program is shadowing other Guest Service Managers as well as reverse shadows in applying what has been learned in addition to leadership skills we have established prior to being a cast member.  It has also allowed me to think about leadership in property management as well as business in general and taking it to a higher level.  While I have touched on some of the key characteristics in past writings and in my books, I invite you on a journey to enhance your perspective on leadership in four very critical areas.  Think of it as a chain and we all know what the strength of  a chain is. 

First, what is the relationship of leaders as teachers and what can we do to enhance our teams related to this area.  You may know I have a passion for education and training, so this is probably not a surprise when I bring up the relationship of leaders as teachers.  The first part of this deals with relationships, which is the first step to your reports accepting you as a teacher.  Do you have the behaviors your employees will "trust" in you such as knowledge (technical and functional competence)?  If you cannot prove these skills, you will most certainly have difficulty winning your employees over to respect you as a teacher.  Can you accept change just as  you expect your employees to accept them?  Can you provide the "why" moments versus the "do" communication which  allows a basis for understanding what they are learning or why the changes are necessary?  If you cannot embrace these things and if you answer is no to any of them, there is little to no chance they will accept you for important teaching moments and the chain is weakened.

Second, what is the relationships of leaders as role models which lead to the success of your team and your organization?  Your employees or "direct reports" as well identify them, look to you for some extremely basic qualities that have an extremely important impact on their success...as well as yours.  Are you credible, honest, caring, and do you truly understand what you are modeling and why?  Are you willing to get down in the trenches with them to truly understand their role and responsibilities so you can build the relationship necessary as a role model?  Are your behaviors, decisions, and actions taking into consideration both (rational from your head) and emotional (from your heart) aspects which allow team members to "buy in" and model the role you play....ergo "role model?"   Again answer no to any of these and the leadership chain has a chance of being broken.

Next, do you deliver feedback and coach, or do you issue only reprimands and block out feedback from others.  The feedback part of this is crucial and something we have a difficult time accepting as humans.  More importantly with accepting feedback is what we do with it.  Just as acknowledging from those the feedback was received, was it important enough for you to modify your behavior or decisions.  With coaching you first must recognize that coaching does not have to be negative.  How often do you provide feedback and/or coaching, and it is specific and genuine?  When you must reprimand or correct performance or behavior, how does it come across?  Again is it sincere, specific, and based on facts and not feelings or beliefs?  Do you sandwich the intended message or are you direct?  All of these things can have an impact on feedback, coaching, and reprimands and again impact the chain.

Last but definitely not least is appreciation and recognition.  Both require artistic talents for the intended message to be beneficial and constructive.  We learned over the past few weeks something I had recognized but not realized, and there is a difference.  What I learned and then recognized was you cannot have appreciation without recognition for it to be effective.  I do not often recommend books, however, a part of our required reading was one called "The Fred Factor."  If you have not read it, I highly recommend it.  Recognizing others efforts means taking special notice of observed behaviors, while appreciation is gratitude and showing respect for someones potential.  Do you know what your team members want to be recognized for?  Do you know how they want to be recognized?  Are you a "Fred" and can you identify "Fred's?"

So, you can teach an old dog new tricks!  The last eight weeks have been inspirational and changed me significantly.  Sometimes it takes stepping back, so the steps forward are not only visible but going in the right direction.  Develop your skills not just for yourself, but for those you lead.  For you do not work in a vacuum and you will never...I repeat never, get to the top without those around you.  Now once again as I have said before, "Go lead!" 

From ordinary to extraordinary!

Doing ordinary things is easy and I believe what sets successful people apart is the ability to know and understand the difference.  As my friends and family know, I am currently involved in a career change.  Sometimes this is a little scary, sometimes exciting.  I look back on the many successes I have had from going into the military to entering property management, then performing training and consultation to working for Disney.  Recently I have had the opportunity to reflect on where I am and where I am going because of the opportunity to be selected into the Emerging Leaders Program with the Walt Disney Company.  Out of over 60,000 cast members (we don't call them employees), thirty are selected by their supervisors and an executive board to enter this program.  I was one of the thirty, and have looked back on how and why I was nominated for this prestigious honor.  Why was I asked to become a part of this select group?  What things did I do that made me a candidate?  If you think about it, there are few in this world that cannot to related to Disney and what it stands for and identify with the brand.  Companies all over the world look to Disney and emulate their business practices and principles.  Everyone wants to be like Disney and carry the reputation they stand for including other great companies.  Of all the companies out there, Disney does an amazing job at satisfying the customers needs, however, it really starts with the cast members and some basic principles.

While doing a shadow at the Concierge desk at a four diamond resort, I met an executive for Chevrolet who was here to attend a Disney University training program.  She was selected to participate in a program to understand the Disney basics and how she can apply them to her dealership.  If you think about it, Chevy is not a brand without recognition and brand identity itself.  For decades they have been know for providing superior products and services covering many different labels (Chevrolet, Buick, Saturn, General Motors, and of course Cadillac).  How was it that a company known throughout the world was sending their executives to Disney to learn about my company?  The answer is in the difference between ordinary and extraordinary, and how its cast members are taught to deliver an extraordinary experience. 

There are basics related to service at the Walt Disney World Company and the first one is called the Four Keys Basics. 

• Safety:  I practice safe behavior in every thing I do
• Courtesy:  I practice a positive image and energy.  I go above and beyond to exceed guest expectations.
• Show:  I stay in character and perform my role in the show.
• Efficiency:  I perform my role efficiently so guests get most of their experience.

Now you might think Walt and the organization thought these were enough, however, they did not.  They also came up with the Disney Service Basics.

•  I project a positive image and energy.
•  I am courteous and respectful to all guests, including children.
•  I stay in character and play the part.
•  I go above and beyond.

 Again, you might think this was enough, and again you would be wrong.  They also identified that leadership plays a significant role in the guest experience and therefore leaders should also have identifiers so they came up with the Disney Leader Basics.

• I lead with a positive attitude and demonstrate a commitment to my cast members.
• I know and manage my operation and teach it to my cast members.
• I recognize and hold cast members accountable for delivering the Four Keys Basics.

In addition to the above there are also 7 Key Values at Disney, as well as  12 Leadership Competencies.  You see the ordinary would be the Four Keys or just having the Disney Service Basics.  Being extraordinary identified just being ordinary would not meet the goal Bob Eiger (CEO of The Walt Disney Company) has which is, "Ultimately, our goal is to be the most admired company in the world."  Now he did not say he wanted us to be the best, or the greatest or the biggest, but the most "admired" company in the world.  Kind of puts things in a different perspective and because of taking the basics to additional levels he set the stage for its success.

So the next time you look at your employees or cast members ask yourself, "What takes us from ordinary to extraordinary?"  Is it that you have basic principles and values or is it more?  I believe we all know the answer!  So the as you search for extraordinary first look at yourself, then your team, then your leadership, then your organization.  Do you have in place values that are extraordinary which can lead to your company being anything but ordinary?  Make it a great day!

What the future brings....Part Two

So much of my writing is meant to be inspirational, and several times in the past year I have written about embracing change.  A perfect example are the changes I am experiencing in my career at this time.  After leaving the US Navy, I entered the property management industry.  First I managed office buildings, then went to shopping centers (enclosed malls).  Then after a life changing event and the loss of my job when the shopping center was sold, I found apartment management which is what I did for twenty-three years.  I always thought this would be my final career, and honestly could not see myself doing anything else say.  Well after apartment management I performed consulting and training in the property management industry (and also for some Fortune 500 companies), then had the opportunity to use my professional dive skills as a Dive Master for Disney while I was speaking and training.  Then I made the decision to seek full time employment with Disney which happened this past December.

Now I have been accepted into Walt Disney's Emerging Leader Program, an honor and privilege only given to a small group of cast members each year.  I will be attending Disney University classes for eight weeks, while also working at one of our fantastic resorts in a front office management position learning the ropes of lodging.  Who would have thought at this point in life I would be changing careers and working for one of the best known companies in the world.  But, that is exactly what is happening and I am extremely excited for the opportunity.  Property management and training/consulting has been great for me, and many of the business and leadership applications I learned and developed will no doubt be of use.  I do however, look forward to continuing to learn as I complete the EL Program with Disney and find a leadership position.  

As I start my new journey into a magical world where tickets may be sold but memories are for a lifetime, I do so inspired by what we do and as always work to helping others achieve excellence.  Whether managing apartments, people, or facilities one thing is constant in any great organization.  Our customers or guests have the ability to fire everyone from the CEO of a company on down, simply by choosing to spend their dollars somewhere else.  Seek greatness, teach excellence, inspire others, and develop others to make your organization as strong as it can be.

And to think it all started with a rabbit, and not a mouse!  Check up on Disney history or wait for my next blog.