Walls. We all have them. They are what stop us from achieving, from being free, and from living the life we know we deserve. Thomas had them. He was a key account manager at a fast-growing business. He was new at his job and did it well except for one small area: he couldn’t phone potential clients.
Acquiring new accounts was a small, but important part of his work. It was expected that key account managers network to help the company continue its impressive growth. When it came time to call potential clients, Thomas would dial five or six numbers and then slam down the phone, check his emails, clean his desk, or play a quick game of cards on his computer. He wasn’t afraid of talking on the phone or of meeting new people. What was stopping him?
Thomas had a Fear-of-Failure Wall. He was good at his job because his job was easy for him. He did enough to do it well, but not outstandingly. When it came to new clients, he knew he would have to give it his all to get their business. That was something he couldn’t do. If he gave 80% and failed, then he wouldn’t feel like a failure because he knew he didn’t try his best. In his eyes he never failed, but at the same time he never truly succeeded. He never went as far as he could have because he was always protecting himself from failure. Walls often protect us while preventing us from reaching our full potential. We have become so used to these walls around us that we can’t imagine our life without them. We first give up on our dreams, then on ourselves, and eventually on what we are capable of achieving in life.
Thomas was able to tear down his walls. He had received help from a coworker who had torn down a Control-Freak Wall. She showed him a six-step method of introspection, realization, and perseverance.
It starts with Desire. Our ability to change only goes as deep as our desire for change. If your Desire is small, so will the change that follows. If your Desire runs deep, then there will be no limits to your possibilities.
Lasting change starts here. For Thomas, it started around his seventh or eighth game of solitaire one afternoon when he realized he wanted more.
Find your Direction. If you are not changing, if you are not tearing down your walls, then what are you doing? Where are you going? Do your daily actions contribute to your wall or to your freedom? Look deeply at each action (or inaction) in your life. Even the smallest moment can be indicative of something greater. For Thomas, it was the different ways he held himself back. It was not only checking emails, but the nine cups of coffee he drank each day. He could have been more productive. He could have tried harder. He constantly found ways to slow himself down.
Make the Decision to change. You have the Desire. You know the Direction you need to follow. Now make the Decision. Tear down your walls. There is no perfect time. You’ve thought and talked about it so often, now make the Decision to really do it. Once you do, you begin to change as your actions have purpose and integrity. It can happen in an instant. Thomas made his Decision when he closed his Internet browser and opened his contact folder.
Stand in Defiance of old patterns. People often change and then change back.
Our walls are old and strong. We built them to protect ourselves. When we tear them down, many of our old fears and negative beliefs come rushing back. We need to first accept that we have these negative emotions and urges, and then withstand them. Do not give in. Remember: life is what you make it. As Thomas dialed the number of his first client, he was afraid. He wanted to put down the phone, but he realized that settling for modest success was far worse than trying his best and failing.
Determination every day. Like the swing of a sledge hammer, it is all meaningless unless we follow through. Determination is our follow through.
We have started a process that will not stop once our walls are gone. We will not stop changing. We are always trying to better ourselves. Thomas’
wall did not fall down with one phone call. Or the next. Or the one after that. It fell when he came into work every day and gave it his all no matter the outcome.
Welcome your Deliverance. The wall is down. You are free. Be free to be the person you truly are. Tap into your potential and unlock all your unique gifts. See what you can offer the world and what the world can offer you.
Welcome this new part of you, and be proud of what you have accomplished.
Feel the joy of being free. Thomas could experience for the first time real success because he was no longer afraid of failure. Not only did he become better at his job, but all other aspects of his life improved.
Desire, Direction, Decision, Defiance, Determination, and Deliverance. These are the steps to tearing down your walls and living your life with happiness, balance, and success. Afterwards, you will act in a more natural and purposeful way. There is nothing you can’t do. There is nothing to stop you. So start. Find the Desire and begin to live the life you know you were meant to.
ABOUT THE AUTHOR
Adele Landauer witnessed the fall of the Berlin Wall first hand. Inspired by this tremendous event, she has gone on to show others how they can tear down the walls in their lives with her keynote address: “Tear Down Your Walls and Feel Free to Achieve”. As a coach, Adele’s client list includes BMW, Bayer AG, VW, Axel Springer, and Microsoft. Her first international book is entitled, “Experience Total Freedom: 6 Steps to Tearing Down Your Walls and Living Your Life with Happiness, Balance, and Success. Inspired by the Fall of the Berlin Wall”. To find out more, visit her website www.AdeleLandauer.com.
When ground forces are on the move, or fighter jets take to the air, they remain in real-time contact with their direct commander and upwards through higher levels of command to produce precise results. These clear lines of communication, though they involve different people, hierarchies, and systems are the core of mission success. For businesses, when these lines of communication become disconnected, the result is improperly filled orders, missed expectations, boardroom surprises, and customer dissatisfaction. By creating a system of clear communication tactics in your business, you can increase the number of your company’s “mission successful” operations.
The keys to a successful business communications strategy are:
· Strategic Communications Plan
A comprehensive strategic communications plan is crucial in order to strengthen a company’s corporate identity and elevate awareness of diverse capabilities and services. Develop a plan with various communications tactics that will enhance and increase positive awareness of your corporate profile. A customized corporate communications plan will increase growth and success for both current and future pursuits. Communication tactics and strategies may include targeted advertising, public relations efforts, community outreach/donations, trade show and job fair activity, social media practices, internal communications tools and external communications projects. Implementing these communication tactics will create a strong corporate image, expand local, national, and international awareness, and generate multiple-level media coverage. It is also important to note that your strategic communications plan should constantly evolve as to accommodate to trends in the ever-changing business market.
· Message Architecture
Key messages are developed through research of company’s products/services, position, and targeted audiences. With repeated presentation, key messages ensure dissemination of clear, consistent, and compelling information through all applicable communication channels. Your company’s leadership team should conduct “off-sites” on a regular basis in order to focus and plan on your future. This will allow your key decision makers to strategize, brainstorm, and reflect upon the state of the company. Developing mission, vision, and value statements are crucial and this will provide the added benefit of strengthening your image and corporate identity for business through effective key messaging.
· Internal/External Communications
An organization needs to focus an extensive amount of time and effort on both internal and external communications. For companies that have displaced employees, internal communications is a crucial and vital function. Keeping your employees connected is very important, regardless of physical boundaries. Develop and implement communication tools such as an employee intranet, newsletter, email marketing, and social media to stay connected with employees, customers and potential customers.
· Media Relations Strategy
One of the most important needs of any organization is the ability to maintain a powerful image in the marketplace through positive channels of communication for targeted audiences. A media relations strategy is an excellent tool to promote your company, elevate name recognition, and create “top of mind” awareness with current and potential clients. A major initiative is to secure media coverage; this adds credibility to your products, services, and capabilities. To amplify media exposure in your key markets, try connecting current trends in your industry to your programs and services your company offers.
A communications strategy can be used as a reference for positioning activities in order to increase awareness, interest, and credibility with your targeted audiences. This will help propel your company to the forefront of your industry and will further position your company in the public consciousness. This in turn will provide a positive representation that is warm and receptive to embrace, rather than cold and indifferent.
Use these strategies and tactics outlined above in order to create your personal “blueprint” communications plan that clarifies and defines your company’s vision and values. An organization will not succeed without specially crafted and well-executed communications efforts. By defining these clear lines of communication, your business will be ready to face the battlefield of acquiring new customers, and keeping employees apprised of critical information so that your business can report “Mission Successful.”
ABOUT THE AUTHOR:
Miranda Bouldin is the Founder and CEO of LogiCoreHSV, a rapidly-growing and leading technology and solutions company with worldwide technical services support capabilities and experience in defense, aerospace, and government agency support. LogiCore’s reputation for high-quality services is a direct result of our passion for achievement and focus on Schedule, Cost, Performance, and Quality. Understanding that immediate support is vital to mission success, LogiCoreHSV delivers direct response with quality solutions to customer needs. For more information, please visit www.logicorehsv.com or contact Corporate Relations Director Rachael Fears (rfears@logicorehsv.com).
As a business leader, you know one of your key tasks is to keep your team motivated. To do so, you need to constantly remind your people of the company’s vision, hold them accountable to targets and goals, mentor them, and support them in their work. But how does the one who motivates others every day stay motivated as well?
When it comes to leaders, motivation is really about engagement. How engaged are you in your work? How committed are you to the results you’re supposed to be getting? Are you pushing forward with a sense of purpose and drive, or are you simply going through motions? To be your best, you need to give serious thought to what makes you flourish and succeed.
When you are motivated, you are a wholehearted participant in your own life.
You know what’s important to you and you use it as a guide. You feel confident, energized and engaged. However, when you are de-motivated, you “lose your edge.” Your energy goes down. Your stress goes up. You may even feel guilty and resentful. You might be bored, either in an “I-can’t-take-this-anymore” way or in a dull, channel-surfing kind of way.
Whatever way a lack of motivation hits you, one thing is for sure - it’s not a fun place to be.
Whether you feel your motivation waning or you want to keep your current high level of motivation on a roll, the following suggestions will help you stay at your best.
· Stay connected to what you’re doing.
It’s one thing to do the work you’re paid to do; it’s another thing to be fulfilled by the work you do. If you’re strictly doing your job for the money, or the title, or the company car, you could find that over time it’s harder and harder to actually do the job. However, if you’re connected to what you do - if you’re connected to what excites you - you’ll feel motivated to keep going because you’ll be achieving a bigger purpose for yourself.
The key is to know your values - the principles, standards, and qualities that guide you. To uncover your values, recall a time in your life when everything was “just right.” You could choose something from your personal life or your work. You might revisit a moment, a particular event, or a whole phase of your life. Once you’ve allowed yourself some time to explore the memory, ask yourself what it was about that memory that made it so memorable, so significant, so right. What made it a peak experience? Write down any ideas that come to mind - words, phrases, images, and symbols. When you’ve finished with your notes, circle the words that meet the definition of values as principles, standards, and qualities. There’s no right or wrong during this process. Simply use your own words and your gut to tell you what your values are.
· Know what it takes to get better.
Motivation comes from constant learning on how to be better. Therefore, you should always be asking yourself, “What am I trying to achieve?” and “What do I need to learn to reach my goal?” Realize that this isn’t about taking a workshop or reading a book. It’s about challenging yourself to take on
something new and to stretch yourself into a new level of results. The
fact is that when you practice learning as an element of personal leadership, you stay motivated and you get better results for yourself and for your work. By learning, you empower yourself to have, do, and be whatever you choose. And with empowerment comes confidence. You don’t second-guess yourself or worry you’ll fail, because you know if you get it wrong, you’ll be able to figure out how to get it right. How motivating is that!
· Find the right support system.
When you’re a leader, all the people below you lean on you. You guide them, support them, and tell them what to do. However, when you’re on top, you don’t have anyone above you to lean on. That’s when you need to look outside of your organization, your role, or even your industry for the people who can cheer you on, mentor you, and help you be your best.
To do so, look for people whose style you like - people who inspire you by the way they lead and the results they get. Seek out people who resonate with you and who seem to mirror parts of yourself. Connect with them to see what’s possible for you as a leader. Learn how you can become more with the help of others who have already done what you want to do.
The more carefully you build your support team, the more powerful it will be. You don’t just ask people to mentor you because you like them; you make them a part of your team because they enhance you. The people on your support team help you stay motivated because they expand you by giving you access to what you don’t know. Remember, it doesn’t have to be lonely at the top.
· Maintain a sense of balance.
While maintaining a work/life balance is not a way to stay motivated, it is a way to keep from becoming de-motivated. When you’re serving everyone else you have to remember to fill your own tank. Remember that being an effective and motivated leader should not come at the expense of quality of life, and quality of life should not come at the expense of business results. Work and life should be able to co-exist, happily and successfully. They can and they have. The key is to define what that balance looks like for you.
If you’re a senior leader, balance may not look very traditional. It might not be 9-5, Monday through Friday, with holidays and weekends off. You need to understand what works for you and what fulfills you in your personal life. What helps you restore your energy and find that sense of peace, rest, and renewal? Depending on your lifestyle and personal preferences, that could be taking a morning job, sleeping in on days off, reading a fiction book, or spending time with family. Even if you can’t carve out chunks of time, at least create some mental space where you can relax, turn off distractions, and let yourself go.
Motivate the Motivator
Staying motivated in today’s economy and work reality can be difficult for anyone. But when you take responsibility for motivating yourself and others, you become a true inspiration and can better reach your goals. As a result, your vision, your potential, and your efforts all leave a mark. Yes, as you progress there will be times you’ll lose heart. You’ll get busy, you’ll get tired, you’ll forget, you’ll have setbacks, you’ll drift away. But you won’t get lost. When you follow these four guidelines, you’ll have a solid foundation for your continued success, now and in the future.
ABOUT THE AUTHOR
Dr. Joelle K. Jay, Ph. D., is an executive coach and the senior managing partner of the leadership development firm, Pillar Consulting. She strategizes with business leaders to enhance their performance and maximize business results. Her clients include presidents, vice presidents, and C-level executives in Fortune 500 companies. Joelle is the author of “The Inner Edge: The 10 Practices of Personal Leadership.” For a free Sample Chapter, go to www.TheInnerEdge.com or email Info@TheInnerEdge.com.
Across the U.S., employers and employees alike are struggling. Businesses are fortunate if they experienced growth in 2009. Many are flat in growth or have declined and employers are faced with these tough choices:
·Lay off employees or cut hours
·Decrease benefits
·Reduce pay
·Freeze salaries
By far, the most appealing of the four is freezing salaries. The problem is, no hard working employee wants to hear the words “times are tough…no raises this year.” The question is, how do you keep employees happy and productive during tough times? In addition, key employees may have the opportunity to move to another company. How do you retain, challenge and motivate these key people to stay with you during the hard times?
Pay and benefits are not the number one motivational factor for employees.
While important, most rank the need for praise and appreciation the highest, closely followed by the need to belong to a close-knit team. Team members also need to have responsibility and feel like their voice matters in an organization.
Use the following tips to keep employees happy, employee turnover down and productivity up, despite “no raises this year”:
Look towards the future
Ask your employees what skills or training you can give them to better do their jobs and help them set short-term personal goals that are business-oriented. Work with your employees to outline the steps necessary to accomplish the goal and provide encouragement and guidance throughout the process. This gives employees a sense of pride and responsibility for the future success of the company and will motivate them to help the company get through these tough economic times.
Have efficient systems in place for accomplishing tasks If team members don’t fully understand how to get things done, morale will go down. Work on systems like team training, follow-up calls with clients, collections, stocking and ordering, and letters to clients. Focus on improving communication and customer service. Train your employees on the behind the scenes duties that are critical to a well run business.
Hold regular staff meetings
Staff meetings improve communication, goal setting and accountability.
Through team meetings, you can keep your staff informed, motivated and involved. This forum gives staff members the opportunity to discuss the problems they are having or any concerns they have about the company, allowing leadership to solve small issues before they turn into bigger ones.
When employees feel their contributions are valued, they will have a higher tendency to stay with an organization, even if times are tough.
Be a good leader
What employees want from leadership is that you’re fair, consistent and apply the same office policy to everyone. Make decisions and stick to them.
Avoid wavering, but know that if you and your team try something and it doesn’t work, it’s okay to change it. When you make a decision and stick with it, not everyone will agree, but they’ll respect you for making a decision and moving forward with it.
Promote a positive work environment
As a leader, if you consistently have a positive attitude in the office, employees will mirror that attitude. If you sense gossip or issues among team members, take steps to resolve these things before they become an issue. Acknowledging and rewarding team members for accomplishing goals can also contribute to a positive environment. When employees feel appreciated, they are happy and motivated to continue doing a great job.
Be sure each employee has a copy of the office policy manual Be sure the handbook is current and that you stick to the guidelines. If team members learn and understand the office guidelines upfront, they are less likely to break the rules, resulting is less conflict between leadership and the team member.
Do things with your team outside office hours Scheduling regular outings with team members outside of the office improves morale and encourages friendship between employees. In addition, respect increases between your team members. When team members get along, they work together better and are more productive.
Involve your team in the decision-making process Gather input and ask questions, but as the leader, you should make the final decisions, even if you have an “office manager” or “practice administrator”
on the team. Involving your team in this process helps show that you value their opinions, giving them a sense of pride.
Most importantly, as a leader, stay positive at all times. Affect the changes that are needed and be the leader that your staff needs. Speak in positive terms about the company, its leadership and the colleagues who are not in the room. Say thank you more often. When something does go wrong, work through the issue and encourage everyone to move on. Acknowledge people who are accomplishing their goals and encourage those who are not. Show interest and get excited about your employees, your business and the future.
In this economy, encouraging employees to work harder, quicker and more efficiently can be difficult without being able to offer raises. An overworked employee can easily become resentful, negative and walk away, which will affect the rest of your staff. Following these guidelines will help you keep your staff happy, motivated and productive, ultimately helping your business come out of the recession on top!
ABOUT THE AUTHOR
Dr. Rhonda Savage is an internationally acclaimed speaker and CEO for a well-known practice management and consulting business. Dr. Savage is a noted motivational speaker on leadership, women’s issues and communication.
For more information on her speaking, visit www.DentalManagementU.com or e-mail Rhonda@MilesandAssociates.net
Making a Comeback: 6 Strategies to Overcome Your Professional Setback and Define Success on Your Own TermsBy Andrea Redmond and Patricia Crisafulli
In life, no one gets off this planet unscathed. Whether personal or professional, setbacks will happen. How well someone makes a comeback, however, depends upon several factors, from resilience to defining success according to your terms. The good news is that these qualities and skills can be acquired and learned, and with a support system become even more effective.
In today’s world, awareness of professional setbacks—the loss of a job whether due to layoffs or being fired or asked to resign—is increasing, from high profile executives losing their jobs to layoffs and job loss for all levels of workers. It doesn’t matter whether you work in a small company, large corporation, on a factory line, or in a corner office, leaving a job not of your own accord is one of the most difficult challenges most people face.
Even some of the nation’s most well known CEOs who were asked to resign, often for reasons beyond their control, were caught completely off guard. Two such leaders are David Neelman, founder and former CEO of JetBlue Airways, and Jacques Nasser, former president and CEO of Ford Motor Company.
When Neelman was asked by his board to resign in May 2007, following weather-related delays that stranded passengers on the tarmac—an unfortunate event that was beyond Neeleman’s control, but for which he took responsibility as the CEO—he called the move “shocking.” “I felt like I was sucker-punched,” Neeleman describes.
Nasser, who was president and CEO of Ford Motor Company from 1999 until 2001, was asked to step down as the auto industry faced challenges due to a souring economy. After thirty years with the company, his leadership suddenly came to an end. “It was a huge surprise,” he says simply.
Both executives, however, were able to make very successful comebacks. After JetBlue, Neeleman decided to take his idea for a regional air carrier with a high degree of customer service to a new market—Brazil—where he found the highly successful Azul Linhas Aéreas Brasileiras. In time, Nasser went on to become an executive partner in the highly successful private equity firm One Equity Partners, and today is chairman of BHP Billiton, the world’s largest natural resources company.
How did they make their comebacks? Although all leaders have strategies and philosophies that are unique to them, common themes emerge that can lead not only to a comeback, but potentially an even better outcome than ever anticipated.
1. Understand that often it’s not about you. Professional setbacks often occur because a company is in the midst of a transition. A division may be closed down or pared back, which results in layoffs. Or a new CEO has been brought in who now wants his/her own team. Being let go may not be about you or your performance at all. Although the pain and disappointment are yours, you are not the only one who has endured this kind of setback. You are not alone. Find the peace that comes with “I did my best;” learn whatever lessons there are to be learned, embrace change, and move on.
2. Take some time off and think about what you want. This step is often the hardest for people, particularly because of financial worries or concerns about when you will get your next job. But if you try to transition too fast you may be tempted to jump at the first opportunity that comes along instead of choosing where you want to go. Taking even a short break for discernment will help you stage a better and stronger comeback. Even if the break has to be only overnight, make sure that in your downtime you take some time for some real self-reflection. What’s important to you now, time or money? Do you thrive in a large organization or small organization? How have your dreams changed? Although this event was done to you, you are still the one who decides now.
3. Rally your allies. Whether friends, family members, or close associates, your allies are the ones who will help you through the transition and find your way forward. It may very well be through them and their connections that you begin to network your way into a new position.
4. What made you successful before will make you successful again. Just as your unique talents led to your previous success, these abilities will help you achieve your career goals in the future. Know what these qualities are. Own your past accomplishments. This process will help you communicate the value you bring to your next employer.
5. Be open to new possibilities. Your next position after a setback may be on the same path, or you may see your transition as an opportunity to pursue another career track. What is it that you’ve always wanted to do but never allowed yourself the opportunity to explore? Maybe now is the time to try something new. What do you want Act II of your life to look like?
6. Don’t be limited by someone else’s definition of success. You are in charge of your own success. What that looks like and feels like is up to you. Don’t be limited by believing that success is only achievable if you repeat the past. The future is wide open, and it’s very possible that—even in spite of a setback—in your comeback, the best is yet to be.
Even if you have faced a professional setback in the past year, whether or not it was in your control, you can take control of how you recover. Reflect on your next steps, build your support system of allies, remain open to new possibilities and define success for yourself. You might be surprised at the comeback you make.
About the Authors:
Andrea Redmond and Patricia Crisafulli are the authors of Comebacks: Powerful Lessons from Leaders who Suffered Setbacks and Recaptured Success on Their Terms (Jossey-Bass, 2010). Redmond is a well-regarded consultant who works with select clients including corporate boards, CEOs, and private investors on executive recruiting, management assessment, and succession needs. Crisafulli is an accomplished writer, ghost-writer, and author who has written numerous books, including The House of Dimon. Read more about them at www.AndreaRedmond.com and www.PatriciaCrisafulli.com. Find out more about the book at http://comebacksbook.wordpress.com.
Howitz-Dunn Management is pleased to announce that Mary Gwyn, CPM, Chief Innovator at Apartment Dynamics will Mentor Chance Gourd, a Property Manager with Pace Realty, based in Trenton, Texas! If you’re interested in being mentored, or becoming a mentor, click on the appropriate link in our menu bar, above! For more information on Mary Gwyn and Apartment Dynamics, visit www.AptDynamics.com today!
]]>I wish I’d known to educate myself better with multifamily courses (RAM, etc.).
I wish I’d known not to take the derogative statements made by residents to heart. On quite a few occasions in my first years in property management, I allowed this to set me back and to affect my feelings towards management.
I wish I’d known that employees who work for me usually know the answer to their problems and only need a little nudge to get them going. Asking what is the problem and what are our options is usually enough. Also confront your difficult situations no matter how hard. Don’t wait - be proactive.
Before you set out to tell people what you have, wait until you find out what they need.
I wish I’d understood the importance, value, and ease of PR. Public relations allow a company to inform a market about new offerings, special promotions, strategic alliances, etc. at no cost. Other benefits come from networking with publications and learning what’s hot now. With those relationships, you and gain even more momentum behind your PR message (good placement, positive slant, interviews, etc.) PR is a great way to communicate to a market for almost no cost and to strongly position your company within an industry.
Remember when everyone said “Don’t feel like any question is stupid - just ask it!” Well, it’s true! If you feel uncomfortable, then ask someone afterward… but I have learned more from asking questions and probing people than any other way. Knowledge is power - the more you know, the more powerful you’ll become.
Remember when everyone said “Don’t feel like any question is stupid - just ask it!” Well, it’s true! If you feel uncomfortable, then ask someone afterward… but I have learned more from asking questions and probing people than any other way. Knowledge is power - the more you know, the more powerful you’ll become.
I wish I’d known the importance of responding to people and problems in a timely manner. Never put these tow things on hold; but rather address them immediately. Doing otherwise will cause you to irritate residents, lose Residents, disenchant associates, and inadvertently allow problems to spiral out of control. It is human nature to procrastinate or put off unpleasant situations and to avoid hard-to-deal-with people. DON’T! Bite the bullet and respond ASAP. Make this a habit and you’ll be miles ahead of those who take forever to return calls, shy away from fires that need to be put out, and skirt nasty issues that, unfortunately, need to be resolved.
I wish I’d known that there was a group like this one with professionals like myself, doing my job, experiencing the same challenges that are willing and anxious to network and share ideas!!! I wish I’d known not to be afraid to ask my peers for help, ideas, and learn from their experiences. We really don’t ever create anything new - we borrow, embellish, implement and track.
I wish I’d known to learn your unique skills and attributes… then use them. Gain experience that makes you more valuable. And finally, enjoy the journey.
I wish I’d known not to be afraid to be aggressive in raising rents. As long as the market calls for increases, you are confident of your product and it’s easy to raise rents. Sometimes you have to be the first to raise rents - take the lead and your competitors will follow.
I wish I’d known the importance of including staff in solving problems and giving each one pride of responsibility and coming up with better ways to do things. One thing my assistant shared with me is she appreciates having the opportunity to think of a way to do something. When she asks me what to do on an issue, I respond “how would you do it?” and make her solve it herself - with my backup - whereas in my younger years, I would have handled it myself. It was harder to let go of responsibility with my Maintenance Supervisor, but he feels important when I let him watch his own budget for maintenance supplies and tell me how he wants to spend the money. Make your staff feel important and don’t take all the glory!
I wish I’d known that it is very important to be a coach with every staff member. Never assume that they were taught the correct way. Remember to be patient.
I wish I’d known that there is always room to learn. Absorb information from the different people you meet, places you go, and the variety of experience you will compile through the daily life of property management.
I wish I’d known some key words to use to better resolve conflicts rather than draw a line and stand firm on policy or law - words like “reasonable” and “maybe we can…” and “possibly”. Look to resolve issues quickly and fairly without prejudice.
I wish I’d known how important and crucial walking the property weekly and networking with other area managers was. So many times you tend to get too involved in the office and never get out. It can literally be months before you get out - and you really miss out on what’s happening. My advice - get out of the office!
I wish I’d known that the true professional will always be poised, even in the most turbulent situations. Never lose your cool or let your personal feelings enter into a career.
(Editor’s Note: The entries below were transcribed directly from contributors’ handwritten notes. In the interest of best preserving the spirit and full intent of each message, only the most necessary changes have been made to the original content. Grammar and sentence construction have not been corrected. Please bear in mind that in this instance substance is far more important than form, and that nobody’s perfect!)
]]>The best way to get onto the fast track in our industry is to MANAGE YOUR OWN CAREER. No one can take as good care of your career as you can. No one has the same interest in your success as you do! Try these proven techniques to managing your career effectively:
(1) Know Your Position Description.
Read or create a written description of your position and its responsibilities. Understand the expectations through discussion with your supervisor and team members. Note what you do well and areas needing improvement or education. Determine which areas will boost your career. Create, write and discuss your new professional goals with people who can get and keep you accountable to these.
(2) Secure Mentors or Coaches.
Most fulltime professionals are too busy today to commit to coaching you weekly. If you approach several potential mentors and secure each person for one hour a week, you will benefit from a variety of talented individuals with a consistent flow of ideas, resources and recommendations. Know and nurture these supporters.
(3) Keep a Record of your Successes.
Designate and use a journal to regularly document your small and significant successes. Use this journal to accentuate your positive outcomes. Review your accomplishments and write new goals to challenge yourself. Use your journal when communicating with mentors and supervisors to acquire suitable recognition and secure additional direction.
(4) Develop the Look of Success. Image matters. Review your wardrobe, tools, posture, demeanor, communication skills, and overall image. Upgrade yourself to the next level. Attend a Toast Masters meeting to enhance your speaking skills. Paste a sincere look of interest and a smile on your face – even if you have to fake it to (eventually) make it.
(5) Develop a Professional Network. Take advantage of the network opportunities that exist in our industry: Attend an association meeting, serve on a committee, present a report, participate on a panel, secure and/or introduce a speaker, invite others to attend an event, attend an education conference, volunteer at a charity event, interact on a live CallSource webinar or teleclass, join a live chat on Gracehill.com, pose a question to experts at www.smmonline.com, submit an idea for an issue of Rent and Retain, and organize and meet with a sharing group of professionals.
(6) Become an Expert. Are you a Winner or a Whiner? What do you do when faced with a challenge? Detail its parameters and concerns. Visualize the challenge as resolved. Consider potential resources. Become an expert on the subject so you can pose plausible solutions. Present your solutions verbally and or in writing so others can benefit from your new expertise. Get recognized as a responsible, conscientious, creative team player. Be someone on whom others can really count!
By implementing these strategies you will garner favorable attention, earn deserved respect – and probably a promotion!
About the author: Cynthiann King is President of C. King Unlimited, national Speaker and degreed educator. She provides an array of innovative training seminars and services for multifamily firms and associations. Available for seminars, conferences, curriculum development and policies’ manuals, contact her at (847) 487-8791 or e-mail: cynthiann@ameritech.net.
]]>(Editor’s Note: The entries below were transcribed directly from contributors’ handwritten notes. In the interest of best preserving the spirit and full intent of each message, only the most necessary changes have been made to the original content. Grammar and sentence construction have not been corrected. Please bear in mind that in this instance substance is far more important than form, and that nobody’s perfect!)
I wish I’d known the level of strategic planning it takes to market and monitor a Resident.
I wish I’d known that I would be in this business when I great up, so that I would have paid more attention to my grandparents when they managed apartments. I guess it’s in my blood.
I wish I’d known to never be afraid to state your ideas in a group of people - it could turn out to be a winner.
I wish I’d known the importance of networking with others in the industry sooner. Sharing ideas, thoughts, and problems with your peers results in better performance.
I wish I’d known how to follow-up on my assignments to others. I found out that we often have others control whether we succeed or not. If we think that others will complete this assignment in a timely basis.
I wish I’d known ways to be more comfortable in presenting myself and my property to as many different prospect personality types as I have subsequently worked with.
I wish I’d known to try to have fun along the way.
I wish I’d known the opportunities available in our industry. The growth and things you learn being in this business. It is truly incredible how big the property management industry is and the people you meet.
I wish I’d known that short 5-10 minute staff chats each morning stating weekly and daily goals would keep enthusiasm and motivation sparked in all staff members.
I wish I’d known the stress level of prospective residents when they walk in the door. As a Leasing Professional, stay aware of this and be considerate, polite, and sensitive while you go through your sales tour.
I wish I’d known how to deal with all the different behavior styles - by knowing you get a better understanding of how to treat others.
I wish I’d known that establishing yourself as a well respected and trustworthy professional should be viewed as your long time goals to achieve success. Maintaining a high level of integrity in this industry is an ongoing process. You should always base the decisions you make on how it will affect long term success.
I wish I’d known how exciting this business is because this would have been my first career choice.
I wish I’d known how difficult it was to get accepted as a marketing director by supervisors or property managers.
I wish I’d known that everything that happens in the course of a day does not require your immediate attention. Not everything is a crisis. Pace yourself and the amount of energy you spend on any given situation.
I wish I’d known to understand what the owner’s needs are and what goals are important to that owner. Property management requires operating the property in a consistent manner to which the ownership goals are.
I wish I’d known that every single day is full of “choices”. The most important choices that you have to make, or will make each day, revolve around being a positive person by making the choice at the start of every day to keep a smile on your face. You will generate that positive attitude from your fellow CO-workers and employees.
I wish I’d known that everything is negotiable! An asking price or list price is not necessarily the price to pay! Understand the product or service completely and have a grasp of the “market” value. Always do your homework prior to discussing the product or service and know how much demand it’s in. With your “homework” done, you’re sure to have the edge. Additionally, know how to read people to get the most out of what you’re trying to achieve.
Know what your product is inside and out. If you don’t feel comfortable with questions that might be asked, it gives you an overwhelming feeling and bad habits emerge to overcome your sense of being uncomfortable. Know all objections and learn to overcome them professionally!
I wish I’d known it’s okay to be different. New ideas are the lifeblood of our business. Your own unique personality is an asset to your company. Always shine! You never know whose attention you may gain. It can move you up the ladder of success. I know - it happened to me!
]]>By Patricia Fripp, CSP, CPAE
Salespeople are incredible. Like Hollywood actors, whenever they open their mouths, they are putting themselves and their company on the line, taking a risk in the hope of a favorable outcome. Just like actors, even the best, most experienced salesperson can use some coaching and polishing now and then.
Here are the 12 most common mistakes salespeople make and how to avoid them.
1. UNCLEAR THINKING. If you can’t describe the objective of your interaction in one sentence, you may be guilty of fuzzy focus, trying to say too much at once. You’ll confuse your listener, and that doesn’t make the sale. Decide exactly what you want and need to accomplish in this contact.
What would be a positive outcome? For example, imagine that a busy executive says, “You have exactly ten minutes of my time to tell me what you want me to know about your company. In one sentence, tell me how I should describe your benefits when I talk to my managers tomorrow.” At any stage of the sales process, you should know in advance why you are interacting, what benefits you are offering your prospect or client, and what you’d like the next step to be.
2. NO CLEAR STRUCTURE. Make it easy for your prospect to follow what you are saying, whether in a casual conversation or a formal presentation of information and ideas. They’ll remember it better–and you will too.
Otherwise, you may forget to make a key point. If you waffle or ramble, you lose your listeners. Even for a conversation, mentally outline your objectives. What key “Points of Wisdom” do you want the prospect to remember? How will you illustrate each point? What phrases or slogans do you want to guarantee they will repeat afterwards? You speak to be remembered and repeated.
3. TALKING TOO MUCH. Salespeople often talk too much about themselves and their service or product. They make a speech rather than having an exchange or interaction, otherwise known as conversation. The key to connecting with a client is conversation; the secret of client conversation is to ask questions; the quality of client information received depends on the quality of the questions–and waiting for, and listening to, the answers! In fact, a successful encounter early in the sales process should probably be mostly open-ended questions, the kind that require essay answers rather than just “yes” and “no.” And don’t rush on with preprogrammed questions that pay no attention to the answer you’ve just received. Learn to listen, even pausing to wait for further comments. Silence draws people out.
4. NO MEMORABLE STORIES. People rarely remember your exact words. Instead, they remember the mental images your words inspire. Support your key points with vivid, relevant stories. Help them “make the movie” in their minds by using memorable characters, exciting situations, intriguing dialogue, suspense, and humor. Telling stories of satisfied clients and painting a picture of how this client’s condition will be improved with your product or service are appropriate.
5. NO THIRD-PERSON ENDORSEMENTS. There’s a limit to how many bold claims you can make about your company and product results, but there is no limit to the words of praise you can put in the mouths of your delighted clients.
Use case histories of your clients’ success stories about the benefits they received from your service or product. When you are using their actual dialogue, you can say much more glowing things about yourself and your company than you could if the words were your own. Your endorsement stories should use the same ingredients as a good Hollywood movie: create memorable characters, use vivid dialogue, and provide a dramatic lesson learned.
6. NO EMOTIONAL CONNECTION. The most powerful communication combines both intellectual and emotional connections. Intellectual means appealing to educated self-interest with data and reasoned arguments. Emotion comes from engaging the listeners’ imaginations, involving them in your illustrative stories by frequent use of the word “you” and from answering their unspoken question, “What’s in this for me?” Obviously, a customer is going to justify doing business with you for specific analytical reasons. What gives you the edge is creating an emotional connection too. Build this emotional connection by using stories with characters that they can relate to and by providing a high You/I ratio, using the word “you” as often as possible and talking from their point of view.
7. WRONG LEVEL OF ABSTRACTION. Are you providing the big picture and generalities when your listeners are hungry for details, facts, and specific how-to’s? Or are you drowning them in data when they need to position themselves with an overview and find out why they should care? Get on the same wavelength with your prospects. For first contacts with executives, describe what your company can do for them in broad generalities. With middle managers, discuss exactly how you can work together, a medium level of abstraction. If you are dealing with IT professionals, use the lowest level of abstraction, lots of facts and figures.
8. NO PAUSES. Few sales presentations have enough pauses. Good music and good communication both contain changes of pace, pauses, and full rests.
This is when listeners think about important points you’ve just made. If you rush on at full speed to crowd in as much information as possible, chances are you’ve left your prospects back at the station. Give them enough time to ask a question or even time to think over what has been said. Pauses allow pondering and understanding.
9. IRRITATING NON-WORDS. Hmm–ah–er–you know what I mean–. One presenter I heard began each new thought with “Now!” as he scanned his notes to figure out what came next. This might be okay occasionally, but not every 30 seconds. Practice in front of your sales manager or colleagues and give them permission to call out whenever you hem or ah. Or video or audio record yourself, and note any digressions.
10. STEPPING ON THE PUNCH-WORD. The most important word in a sentence is the punch-word. Usually, this is the final word: “Take my wife–PLEASE.” But if you drop your voice or add, “Right?” or “See?” or “You know?” or “Okay?,”
you’ve killed the impact of your message. Another popular punch-line killer is the word “today.” Avoid saying, “Let’s look at the recommendations we have for you today.” Obviously, you’re talking “today.” The punch word in this sentence should be “recommendations.”
Comedian Jerry Seinfeld says, “I’ll spend an hour reducing an eight-word sentence to five words because the joke will be funnier.” Salespeople can do the same thing with their key phrases because their presentations will be more powerful.
11. NOT HAVING A STRONG OPENING AND CLOSING. Engage your audience immediately with a powerful, relevant opening that includes them. For example, “You have an awesome responsibility.” Then fill in what it is:
increasing sales, reducing errors, cutting overhead, whatever your product can help your prospect do. Another excellent strategy is to do some research. Then you can say, “Congratulations on your company’s recent success,” and describe it. Or “I love your new commercials.” Most salespeople start by talking about their company. Talk about your prospect instead.
12. MISUSING TECHNOLOGY. Too many salespeople rely heavily on their PowerPoint and flip charts and do not ever make an emotional connection.
Technology is usually much more exciting to the person who created it than the person who is watching or listening to it. PowerPoint presentations tend to be wholly informational and don’t connect emotionally to the audience. Make technology a support, not a crutch.
When you learn to avoid these 12 common traps, you’re on your way to being a “star” of the sales world, ready to accept an award for your dazzling performance.
About the Author
Patricia Fripp is an executive speech coach, sales presentation trainer, and keynote speaker on change, customer service, promoting business, and communication skills. She works with companies large and small, and individuals from the C-Suite to the work floor. She builds leaders, transforms sales teams and delights audiences. She is the author of Get What You Want!, Make It, So You Don’t Have to Fake It!, and Past-President of the National Speakers Association. To learn more about having Patricia do her magic for you, contact her at www.Fripp.com, (415) 753-6556, or PFripp@ix.netcom.com.