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No Raises this Year? Secrets to Employee Retention in Difficult Times

Friday, May 14th, 2010

By: Rhonda R. Savage, DDS

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

Tags: Apartment Employee Performance, Apartment Management, Apartment Operations, Multifamily Management
Posted in Personal Development | 1 Comment »

Multifamily Management: If I Knew Then What I Know Now, Part Eight

Monday, March 8th, 2010

We asked the attendees of the Multifamily Brainstorming Sessions(tm) to complete the sentence “If only I knew then what I know now…,” and the wisdom and insight that they had to offer was simply amazing. Here is some of what they had to share!

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.

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!)

Tags: Apartment Employee Performance, Apartment Management, Apartment Marketing, Multifamily Management
Posted in Personal Development | No Comments »

Multifamily: If I Knew Then What I Know Now, Part Seven

Friday, February 26th, 2010

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!

Tags: Apartment Employee Performance, Apartment Management, Apartment Training
Posted in Personal Development | 1 Comment »

12 Ways To Increase Performance During Soft Markets & Shrinking Budgets

Tuesday, February 2nd, 2010

With soft markets and shrinking budgets, the focus on retaining Residents and saving money is at an all-time high. Since our Service Team members are the key to achieving this goal, here’s 12 ways to make it happen!

1. Why most people don’t perform as expected: My basic premise is that 98% of all Employees REALLY WANT to do a good job (when you find you have hired one of the other 2%, arrange a transfer for them to the unemployment department). The people who want to do a good job thrive on training, knowing what is expected of them, receiving positive feedback, getting effective leadership, and being compensated appropriately. So, when someone isn’t performing, here’s where to look:

A. They don’t know what you want them to do: We must make certain that we are CLEARLY communicating what we want done; we also have to communicate our performance expectations so our Employees know what is expected of them.

B. They know what you want them to do, and they don’t know how to do it. Training is the answer here - just because someone has experience doesn’t mean they are TRAINED. It is our responsibility to make certain we train our staff in how we do things HERE.

C. They know what to do, they know how to do it and they think you don’t care whether or not they do it! Make certain that you acknowledge ALL performance, good and not so good. For the good stuff, thank them SPECIFICALLY, and in front of as many of their team members as possible. For the not so good stuff, you should be even more specific, and do it in private, behind closed doors.

EXAMPLE: Just saying, “Thanks – you’re doing a great job” doesn’t really say anything, does it? What behavior are you trying to reinforce? Be SPECIFIC – saying, “Hey Doug, thanks for handling that broken disposal in Mrs. Smiths’ apartment today. I’m sure she was very pleased that you got there so quickly!” tells Doug that you appreciate promptness – so, if Doug is one of the 98% that want to do a good job, he will now know that promptness is something you value!

2. Keeping the faith: Yes, times are tough, some policies are dumb and some supervisors probably should be prohibited by law from ever interacting with another human being for the rest of their lives – AND, none of that gives us permission to join the whiners. A good leader keeps the faith, no matter what the circumstances, and is a source of inspiration to their team. If things are SO BAD where you work that you can’t keep the faith, then you can’t keep the job – move on!

3. T/T/T (Train/Transfer/Terminate): As I said above, most people don’t perform because they lack training – so, TRAIN THEM! If they are still not performing up to expectations once you’re certain that they’re fully trained, then maybe a transfer to another job or another property is necessary. I’ve had incredibly talented people who were ineffective Managers and became brilliant Assistant Managers. And, since every property has its own personality, we need to match our Employees to our property profile. Finally, if someone is trained and is in the right job/at the right property and STILL isn’t performing, FIRE THEM!! Sure, I know how hard it is to find competent people and I’ve made more than my share of “Well, someone is better then being short-staffed” mistakes, and, every time I’ve done that I’ve been bitten right in the butt! The non-performers will drive away the performers, since the performers will get angry and resentful that the non-performer is able to do less and still get paid.

4. They don’t know what you want them to do, Part 2: Who is taking service requests in your office? Probably the Leasing Professionals, right? Great, so what training have they gotten in writing a clear, concise and complete service request? Have you sent them out with the Service Team for a day, observing and getting some hands-on maintenance experience? One of the MOST frustrating things for a Service Tech is to get a service request that doesn’t clearly identify the problem, so the Service Tech can bring the right tools and parts with them and handle the problem on the first visit. How motivating do you think it is for the Service Tech to have to go back to the shop for tools and parts 10 times a day, and then get questioned by the Manager about why they ONLY completed 10 service requests that day?

5. They don’t know what you want them to do, Part 3: OK, pop quiz time – Who has the MOST CONTACT with our Residents? The Service Team, right? So, how much CUSTOMER SERVICE training do your Service Techs receive? Our Service Techs spend most of their day in Resident apartments, so what are we doing to improve their communication skills? We train them to handle a broken compressor; do we train them to handle angry Residents? Enough said on this one!

6. Give the gift of time, Part 1: Want to get all of your service requests completed on the same day you receive them? Well, either hire more people or receive less service requests! Since most of us can’t afford to hire more Service Techs, let’s reduce the number of service requests! How? By thoroughly training our Residents, AT MOVE-IN, about how to work everything in the apartment. “Disposal jammed? No problem, here’s how to fix it.” “It’s 120 degrees outside and your HVAC will only cool your apartment to 82 degrees? No sweat (well . . .), let me explain the laws of physics to you.” Walk the Residents through their new apartment home and show them where everything is and how everything works – it will definitely cut down on your Service requests.

7. Give the gift of time, Part 2: Anyone who has ever been “on-call” for the weekend knows it’s no fun! Your pager might as well be plugged into the wall, because you can’t go far, right? Well, why not schedule a Service Tech to work Tuesday – Saturday or Wednesday – Sunday? How about having someone work 12:00 noon – 8:00 PM two days a week? After all, our Residents seem to be home when we are closed, so why not be open and turn overtime into regular time?

8. YOU CAN’T MANAGE WHAT YOU DON’T MEASURE: What’s the deal with annual reviews? I can’t even remember what I had for lunch last Tuesday, yet I’m supposed to sit down with you and review 365 days of your performance? GET REAL! At a minimum, review each of your Service Team members monthly: schedule a 15 – 30 minute meeting, and review where they are, where they need to be, and what they can do to improve. Sure, we need to have an annual review for salary; however annual reviews will not help improve performance tomorrow (unless the review was yesterday!)

9. YOU CAN’T MOTIVATE ANYONE BUT YOU: Look at the “typical” motivation programs in place today – bonuses, contests, ETC – are these REALLY motivation or are we just creating a new generation of Pavlov’s dogs? TRUE motivation comes from WITHIN – we want to do a great job for US, not YOU! The only way to TRULY motivate someone is to create an environment where people feel appreciated, valuable, informed and an integral part of the overall success of the property and company. How do we create that environment? By HONESTLY and OPENLY sharing our vision, showing how everyone is vital to achieving the overall goals, and communicating frequently about where we are, where we need to be, and what we need to do to get there. Your Service Team’s performance will dramatically increase when they EXPERIENCE how important they are in making the goals real.

10. Give the gift of time, Part 3 – PREVENTIVE MAINTENANCE: Here’s another way to reduce the number of service requests you receive – maintain the physical plant so stuff doesn’t break. According to Mel Schneider, CAMT, an effective preventive maintenance program can reduce service requests by as much as 80%! As the old saying goes, “You can pay me now or pay me later – you’ll have to pay at some point”. If you’ve cut back on preventive maintenance because of staffing or budget, you’re just kidding yourself. You’ll spend more time and money (and create more frustration for your Service Team, who know that the extra time and money could have been avoided) fixing it WHEN it breaks, than taking care of it BEFORE it breaks.

11. ELIMINATE THE “LITTLE” FRUSTRATIONS: Frustration negatively impacts performance, so let’s look for stuff that creates frustration and eliminate it. How about not having an adequate inventory, so you have to stop in the middle of a service request and drive to Home Depot or Ace Hardware - 3 or 4 times a day? Or as I mentioned earlier, getting to an apartment and discovering that the service request is incomplete or incorrect, so that you have to go back to the shop to get the right tools or parts? Or not having a two-way radio, so that the people in the office page you when you are wedged underneath the kitchen sink and you have to wiggle out and call them back because your pager went off? How about meeting up with a Resident who was promised something by someone in the office – and that someone in the office never told YOU what they promised the Resident? C’mon, let’s deal with this stuff so our Service Team can SHINE!

12. PEOPLE DON’T LEAVE THEIR COMPANY; THEY LEAVE THEIR BOSS: Read almost any survey about turnover, and you will learn that the number one reason that people leave is THEIR IMMEDIATE SUPERVISOR! How can we even think about improving the performance of our Service Team when we’re spending time replacing Team members? Here’s the bottom line: Would YOU enjoy working for YOU? Yes, enjoy – we spend the better part of our waking hours at work, and if we don’t enjoy what we’re doing and who we’re doing it with, eventually we’ll make a move.

Doug Chasick, CPM®, CAPS, CAS, Adv. RAM, CLP, SLE, CDEI
Certified Synchronous Learning Expert
Certified Distance Education Instructor
Licensed Real Estate Broker: Florida & Georgia
Licensed Fair Housing Expert Instructor: Virginia

Senior VP, Multifamily Professional Services CallSource
(888) 222-1214 Toll-free
dchasick@callsource.com
www.Twitter.com/Aptdoctor
www.LinkedIn.com/in/DougChasick

Tags: Add new tag, Apartment Employee Performance, Apartment Management, Apartment Operations, Apartment Training
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Multifamily If I Knew Then What I Know Now, Part Six

Saturday, January 30th, 2010

Part Six: We asked the attendees of the Multifamily Brainstorming Sessions(tm) to complete the sentence “If only I knew then what I know now…,” and the wisdom and insight that they had to offer was simply amazing. Here is some of what they had to share!

I wish I’d known that an angry Resident is not upset at me personally. Most dissatisfied Residents tend to direct their displeasure at the person who happens to listen to their problem. Do not let their frustration and anger become yours.

I wish I’d known that no matter what your product, service, or occupation is in the multifamily industry, it is and will always be about people.

I wish I’d known to pay more attention to the needs of our Residents. It doesn’t really matter what you want - what matters is your Resident.
I wish I’d known that in the course of planning a new development that it is very important to bring in a highly skilled professional to help coordinate the entire process.

I wish I’d known not to be afraid of trying new “out there” ideas because of fear of embarrassment or being told no.

I wish I’d known having a positive attitude wears off on all employees for better performance and service throughout your communities.

I wish I’d known that everyone does things differently — you can’t control it.

I wish I’d known the value of a mentor and the attitude that everything will work out so just enjoy it and stop stressing.

I wish I’d known the endless struggle associated with quality employees in such a large industry. Training and marketing areas of this business are an absolute must. Sending unqualified team members who are not coached and trained properly will cost you money!

I wish I’d known that my ideas are as valuable as anyone’s.

I wish I’d known to surround yourself with people (CO-workers, boss, staff who work for you) whom you can learn something from. When hiring, it is especially important to hire those who have talents that do exceed or potentially will exceed your own. Always strive to place yourself in the company of talent and true visionaries. Ego and need for control and power will only limit, if not extinguish your career.

I wish I’d known about the 1-800 number for leasing. All leasing advertisers should have a 1-800 number. People love to make a FREE call, especially from outside your area. You would be surprised how far out newspapers reach, along with rental publications, and your 1-800 phone bill will track where the phone calls come from. If your property has a 1-800 number and others don’t, who do you think prospects will call first?

I wish I’d known the importance of getting support and input form all levels of the organization prior to implementing major projects. Just because the president buys off and gives the go ahead doesn’t mean everyone else buys off. Gather input and suggestions from middle management, on-site employees, etc. and follow up and continue to communicate progress with results.

I wish I’d known that people are often not as well intentioned as I am. When delegating, never assume that because someone agrees to do an assignment, it will get done. Positive, encouraging and non-confrontational follow-up along the way is crucial to seeing a project through to completion.
I wish I’d known that the resident isn’t always right. Although most of their concerns are valid and need to be addressed, they are not always right. Listen, listen, listen and then show the appropriate concern, sometimes they just want you to listen.

I wish I’d known how exciting and progressively moving a career in property management is. I would have started my career earlier. Learn as much as you come up with; the wildest, most creative innovations and ides and don’t be afraid to use them. This industry is continually growing and changing and can offer a host of challenges that innovative thinking can overcome.

I wish I’d known the value of employees. Starting out in this industry, I thought everyone that worked for me automatically had the same values, work ethic, and drive to work that I did. I quickly realized the importance of hiring the right people, and training, training, training. Rewarding employees with education, praise and growth has proven a very successful management style.

I wish I’d known that in everything you do, being humble and treating people right is the ONLY way to go. Also, don’t get to close (party) with your staff!

I wish I’d known the importance of being “workable”. Just think of he time we’ve all wasted dwelling on dead end situations instead of shifting our thinking pattern directly to solutions.

Tags: Apartment Employee Performance, Apartment Management, Apartment Operations, Apartment Training, Multifamily Management, Multifamilypro, On-site Management
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The Root Causes of Low Employee Morale

Wednesday, January 27th, 2010

The Root Causes of Low Employee Morale - Focusing on communication can fix them By John Schaefer

In the movie Multiplicity with Michael Keaton and Andie MacDowell, the character of Doug Kinney (Keaton) clones himself so he can get more work done while having more time for his family and to enjoy himself. As you can imagine, everything goes wrong and at the end there are four Dougs and craziness ensues! Things are pretty stressed at his job as a foreman for Del King Construction. One of the best lines is when his counterpart Ken comes up with an idea to get things moving (and to brown-nose the boss a little). Ken states proudly, “At my old job they used to say, ‘if you don’t show up for work on Saturday, don’t even bother coming in on Sunday!’” It was hysterical in the context of the movie (actually Doug wasn’t laughing), but it does lead to one of the root causes of low employee morale.

In these hectic, overworked, understaffed times, it’s easier than ever for managers (who are usually even more overworked than their subordinates) to come across something like the Quintus Arrius line to Roman slaves from Ben Hur, ” . . . we keep you alive to serve this ship, so row well and live!”
It demonstrates how easy it is to come across as a leader who believes that everybody is lucky to have a job, so you better suck it up, keep your nose to the grindstone and don’t complain.

Sadly, this view, while effective during this struggling economy, is killing your productivity today, and will lead to significant retention, recruiting and training costs down the road. The moment your employees begin to feel that you don’t appreciate them and that they’re only on board to row, you have amplified the root cause of low employee morale and it’s going to cost you big time.

Here are five suggestions that will help you to avoid destroying morale and experiencing both the hard and soft costs of poorly engaged employees:

Suggestion #1 - Form Relationships Built on Trust
Strong, effective relationships are built on trust. If you don’t have strong, trust-based relationships with your people, everything you do to recognize them will be seen as manipulation. When employees feel that you are using recognition to “get more out of them” rather than to show that you value them personally, they begin to emotionally disengage and morale suffers. It’s not hard to develop trusting relationships with your people, but it does take time, consistency and integrity.

Suggestion #2 - Show them Respect
The book The One Minute Manager introduces a theory of personal responsibility that allows managers to get maximum results with a minimum of time invested with each staff member. The secret is in showing them respect, defining their expectations and avoiding micro managing. Most employees respond well to being given enough rope to hang themselves, as long as their job is well defined and they are allowed to fail periodically without fear of unrealistic retribution. Respected employees are more alert, creative, and productive. When they do make a mistake, they’ll fix it, move on confidently and don’t make that mistake again.

Suggestion #3 - Nurture Creativity
Once you’ve built trusting relationships and developed a foundation of respect, employees with automatically respond with more creativity. The best way to nurture and benefit from their new-found creativity is to go by the philosophy that there are no bad ideas, only undeveloped ones. Trusted and respected employees with managers who reinforce the fact that they have some flexibility to try new things will surprise you with the creative ingenuity that they bring to their work. The best part is that you get this for the same price you’re paying unhappy employees who are doing just enough to get by.

Suggestion #4 - Build Effective Teams
Team building is a more complex challenge than fostering high morale in individual employees. Here are five problems that many teams develop that keep them from being as effective as they want to be in accomplishing company goals:
·    Absence of Trust - due to invulnerability
·    Fear of Conflict - artificial harmony
·    Lack of Commitment - ambiguity
·    Avoidance of Accountability - low standards
·    Inattention to Results - caused by individual status and ego issues

In the absence of trust, morale is at its lowest and self protectionism becomes the rule. It doesn’t take a PhD in Psychology to realize that this will limit productivity and make work a lot less rewarding for both employees and their managers. This “every man for themselves” attitude destroys teams and makes it impossible to optimize goal setting and achieve corporate objectives in a timely manner; if at all.

By learning to communicate more effectively based on honesty, consistency, vulnerability and respect, your teams will be able to focus unselfishly on common results. This in turn keeps individual egos and agendas in check.

Suggestion #5 - Make it Real
One of the first things to stress with your management team is what’s called “Making it Real”. This means to be genuine and believable in interacting with their people. Employees tend to fall into some common negative habit patterns that employees experience when they feel underappreciated. When your managers understand how to be more open and vulnerable with their staff they work towards trust, respect and improved communication.

“Making it Real” is the answer to the question, “What is the root cause of low employee morale?” Maybe it’s because it’s so simple that it is so often missed, but without your people believing you are genuine, honest and practicing high levels of integrity, any efforts you make to improve morale will be suspect. If you keep this in mind in your dealings with your people, you will be surprised how easy it is to improve morale, so you can enjoy the benefits of higher productivity, better retention, lower costs and an overall happier, more satisfying workplace.

About the Author:
John Schaefer is a Consultant with more than 20 years of experience helping companies realize and react to what he calls the Employer/Employee Disconnect. John is the author of “The Vocational Shrink - An Analysis of the Ten Levels of Workplace Disillusionment,” as well as The Vocational Shrink The Game and Manager Training Program “Why Should Supervisors Care?”
which gets to the bottom of what they’re really thinking, “what’s in it for me?” www.VocationalShrink.com

Tags: Apartment Employee Performance, Apartment Management, Apartment Operations, Apartment Training, Multifamily Management, Multifamily Mentor, Multifamilypro, On-site Management, Property Management
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Part Five: Multifamily If I Knew Then What I Know Now

Tuesday, January 26th, 2010

Always remember and never forget - invest in your people - train, train, train!!! You are only as successful as the people who work with you!

I wish I’d known the key to resident retention is giving your residents what they want and expect and then going a step further. An example would be: a quick response to a service request and then a follow-up call to be sure everything is to their satisfaction. If you go out of your way to make sure they have been “wowed”, you’ll win every time!

Never quit continuing education! Our industry changes daily. New marketing strategies and leasing skills must be implemented. Education and training are imperative to the success of any community. Emphasis must be placed on resident retention; sales; traffic tracking; product knowledge (your community and your competitors); and knowledge of city/community benefits. On-site personnel have to realize they are Leasing Professionals, not professionals.

I wish I’d known to get everything in writing. Document everything. Also, realize how important it is to give deadlines when you want things done.
I wish I’d known about the Annual Multifamily Housing Brainstorming SessionsTM!

I wish I’d known that you develop a more durable stream of ROI by spending more to keep properties in exceptional condition and retaining exceptional managers. Energy is better invested in maximizing revenues than in minimizing expenses.

I wish I’d known that working in this industry is not about apartments. It’s about being a part of someone’s life and offering them a home for their family. Renting an apartment home is not about getting the lease and receiving a bonus check. It’s about knowing the laws, being a good listener, being empathetic - it’s about much more than just renting a place to keep your stuff.

I wish I’d known how to lease new residents on large rent increases. Understanding the difference between sympathy and empathy.

I wish I’d known it’s best to just be yourself, no matter how quirky you are. Do the best you can. Accept your rewards graciously and look at your defeats as opportunities for growth. Have fun.

I wish I’d known how the owner/management company thinks - “the Big Picture” regarding finances, NOI, budget, and ultimate goals.
I wish I’d known to brainstorm ideas with everyone on-site. Regardless of the issues or challenges, sometimes the porters and maintenance staff have the most creative ideas or suggestions. Use your people.

I wish I’d known training. Make learning fun. Go to as much outside training as possible.

I wish I’d known to always have fun while leasing.

I wish I’d known that a list of things to do today might have to be done tomorrow. I had always been used to completing everything in one day. It’s okay to take a little longer to do it right.

I wish I’d known IREM produces national/regional averages for key industry statistics. They also have many other resources available, including a list of CPM’s across the country.

I wish I’d known just what a “small world” this is. How industry professionals continue to run into one another or work together.

I wish I’d known the importance of follow-up in all aspects of our jobs. Thank you notes, follow-up calls, maintenance calls, etc.

I wish I’d known when you give praise and recognition to people when they do a great job, you will have a committed hard working and dedicated employee (and staff).
I wish I’d known three years ago how rewarding this industry is. Seeing how happy a new resident can be in their new home makes it great!

I wish I’d known that a property under your control would always be a reflection of your personal standards. Take charge, have confidence, and never stop learning.

I wish I’d known that the best way to handle a confrontational situation is to de-escalate the situation.

I wish I’d known how much fun you can have in this business.

Tags: Apartment Employee Performance, Apartment Management, Apartment Operations, Apartment Training, Multifamily Management, Multifamily Pro, Multifamilypro
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Multifamily: If I Knew Then What I Know Now, Part Four

Monday, January 25th, 2010

We asked the attendees of the Multifamily Brainstorming Sessions to complete the sentence “If only I knew then what I know now…,” and the wisdom and insight that they had to offer was simply amazing. Here is some of what they had to share!

I wish I’d known that it’s okay to say to a resident “I’m sorry, I was wrong.” The manager doesn’t always have to be right or have a fear of admitting she or he made a mistake.

I wish I’d known that everyone has a different view to a situation. Corporate policies and procedures are important, but listening to your residents and solving their challenges is the key to success!

I wish I’d known what a “small” industry this is. Everybody knows everybody. Never say anything negative about anyone. It will get back to them. This industry has many thousands of people, and believe me, the all know each other!!!

I wish I’d known the importance of follow-up and how easy it is to develop relationships with people you know for only a few minutes. There are so many different kinds of people and each person can teach us something valuable. Always look for a common bond, and do your best to make a difference in life.

I wish I’d known all the different aspects involved in property management. This includes the marketing, training, recruitment, and vendor services that as a property manager you are often open to. There are so many areas to explore, once you conquer your current position, move on to another challenge.

I wish I’d known the value of brainstorming with other great minds. As you progress in your career, you will be charged with more and greater responsibilities. You might feel that unless you are the “Shell Answer Man” on every issue that you are letting your associates down. Nothing could be further from the truth. If you will learn early the concept of “synergy”, you will be a lot happier, well-rested, self-confident, and more productive than if you try to do it all by yourself.

I wish I’d known the why! I wish I’d been told the reasons for the importance of following specific leasing presentations, techniques, tracking traffic, and Resident service!

I wish I’d known you can’t be friends with anyone you charge for damages in their apartment after they’ve moved out. You can’t always believe in what your residents tell you regarding past due rent, and when they are going to pay. No matter how hard you try to be fair, some resident thinks you are not - to them only. When you try to collect what is due you, they think you’re mean and taking something from them.

I wish I’d known that you must always have an open mind and expand your network. There is always something new to be learned and to teach someone else. Property management is a great field to be in. It will always exist, and there are so many people you can get to know and no two days are alike. There are a lot of different aspects to property management form leasing, marketing, financial, building structure, etc.

I wish I’d known that no matter how much you know, you never, ever know it all. This business is a day-to-day learning experience. If you get upset because you never seem to get it all, forget it. Look at it as a new learning session every day. That’s why it is such a great career - never the same day.

I wish I’d known that “perception is reality”. How others see you is the framework within which they work or deal with you.

I wish I’d known that everyone - residents, staff, etc. - has something to teach you. Patience and sincerity and doing what it takes to get the job done - always takes extra effort.

Never underestimate the general public. They will always surprise you, both good and bad.

I wish I’d known how important it is to start resident retention programs at the time the new resident first moves in. Also if only I’d given one more call-back to the prospect, I might have been able to close on more people, making myself fresh in their minds at all times.

I wish I’d known that listening is the very best communication skill.

I wish I’d realized the importance of learning from one another. Never be afraid to ask!

The one thing that I would like to offer, the one thing I wish I had in the beginning of my career, was the ability to really listen and learn from others. I have been in the business for sixteen years, and have lost the valuable opinions and experiences of my peers early in my career by not learning form their expertise.

I wish I’d known that by a lot of hard work at the start, people do notice what you have contributed to the team, and you can advance up the corporate ladder rather rapidly.

Tags: Apartment Employee Performance, Apartment Management, Apartment Training, Multifamily Management, Multifamily Mentor, Multifamily Pro, On-site Management, Property Management
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Multifamily: If I Knew Then What I Know Now, Part Three

Saturday, January 23rd, 2010

I wish I’d known that you don’t always have to do things like they’ve been done in the past… different is good!

I wish I’d known how important resident retention / resident services are (i.e. closing the back door, not just focusing on leasing to new residents).

I wish I’d known this is a long-term career. Take the bad with the good and learn from your CO-workers and competitors. There is no need to re-invent the wheel. Instead, improve upon what’s out there!

I wish I’d known to use every resource around me to think up new ideas… instead of just using what was done in the past. Using resources that are not just industry resources have opened my brain to new ideas.

I feel that a very important thing I’ve learned is that it is important to treat everyone you meet on a daily basis (whether it be CO-workers, residents, or even the postman) as it was the first time you met them. Always treat everyone like they are the most important person you know. Everyone is unique, and no one person is better than anyone else. Be humble and kind.

I wish I’d known residents are people too! Not just a source of income.

I wish I’d known that renting an apartment is like getting married at the end of a blind date - you really don’t know a lot about the person! A certain percentage will try to take advantage of the landlord in every way imaginable. You’ll find unauthorized pets, unapproved occupants, etc…. just name it, and you’ll find it. Be sure you review the lease terms with each new resident and check it off as you go. Good luck - there’s never a dull moment (except maybe budget preparation!).

I wish I’d known the value of networking. Sharing challenges and ideas with others in similar positions has been my career builder.

I wish I’d known about he different organizations and associations.

I wish I’d known to make every guest who is inquiring about your apartments feel special. Try not to sound like a tape recorder or a broken record. It makes your job more fun and exciting and also makes your guest feel special. Get to know them and tailor your sales techniques towards them. Have fun!

I wish I’d known to find a mentor earlier in my career. I would have realized (sooner) that there are wonderful people across the country that have or had similar career choices. Find a mentor or become someone’s mentor.

Property Management can be the most exciting and rewarding career choice, but can also be the most frustrating. Learn to put the “daily grind” in perspective. You will have good days and bad days. Each day is new, so start it with a fresh, positive attitude, and be the best you can be! Take advantage of every training opportunity that comes along - you need to stay current on industry information.

I wish I’d known to take each day as it comes with a great attitude that it will be wonderful; and that I can cope with each challenge. The stress word is a no-no!

I wish I’d known the phrase “I’m sorry you feel that way” when I had started.

I wish I’d known that the obstacles, objections, and roadblocks were meant to be stimulus for change and growth. It’s easy to look at difficulties in a career or job in the short term, however, the businessmen and businesswomen we are today are a result of overcoming all of these, learning and growing, and thinking “out of the box”.

I wish I’d known there is no such thing as a stupid question, if you truly don’t know the answer.

I wish I’d known the incredible wisdom of asking dumb questions, and the power of being true and real.

I wish I’d known the real importance of working together. When the residents feel stability within the staff, they feel stable in their surroundings - resident retention!

I wish I’d known that it’s okay to make mistakes, because that’s how we grow; and that through networking with other property management professionals, my ideas grow ten times more than my original thoughts.

Tags: Apartment Management, Apartment Training, Multifamily Management, Multifamily Pro
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Multifamily If I Knew Then What I Know Now, Part Two

Monday, January 18th, 2010

I wish I’d known that being flexible and open to change is of the utmost importance. My career has focused on every changing technology involving “stored value cards” in various marketplaces. As multi-housing requirements are changing and becoming more and more competitive to keep residents, realize my changing technology will assist in that market. By all of us keeping open and willing to accept change, we will all benefit.

I wish I’d known that life is short - enjoy the journey! To be sure that I enjoy my work! Really love it, or find something you do enjoy. You will be 10 times more successful if you like what you do.

I wish I’d known (instead of being totally clueless for 5 years) what the monthly and yearly financial statements meant and what a positive and negative impact what I did had on the community’s performance. Once you have a comfort level with either raising rents (or giving specials), developing a new other income source, etc. and see the outcomes - new meaning is realized and a greater appreciation of one’s role by understanding the financial statement.

I wish that I’d known that attending formal training and education seminars will bring greater and quicker benefits than on the job training. Our CO-workers don’t always have the answer; it’s your responsibility to find them.

Believe in your service 110%. Taking risks will enhance your growth.

I wish I’d known how important it was to listen to your residents and their concerns. You may not always be able to satisfy their concerns, but most important to them is that you’re listening. To piggyback that thought is to never argue or disagree with your residents. You should adjust your vocabulary to include “I understand what you’re saying”, “I appreciate how you feel” - they just wan to know you’re listening.

I wish I’d known how often things change. The people who make it in our industry are ones who can roll with the changes. Always be ready for change!
I wish I’d known the power of communication and all of the aspects that communication entails. Communication truly is not just expressed in a verbal manner. It’s an entity of body language and personality styles. It can be measured through facial expression, eye contact, and posture. Communication reveals your personality, sincerity level, and your attitude in not just what you say, but how you say it and what you do with your body while you’re saying it. I wish I knew the way to listen to others the way I do now.

I wish I’d known “You’ve got o have heart!” In all categories of business - education and training are valuable, but unless one really cares and develops true “heart”, satisfaction, gratification and success will not be forthcoming.

I wish I’d known years ago that our main concept of leasing apartments is to “move them in, so they stay in” - we were always focused on leasing apartments. Then we were re-leasing the same apartment every year. Why? Because we forgot that it costs more to turn apartments over annually. Now, years later, I am committed to the fact that I must start renewing and retaining my residents on the day they move-in. In turn, I have always committed my thinking to this business; that there is more to my job than just paperwork.

In order to market your apartments successfully, you need to make sure you have all components of the four “Ps” in place. A well prepared Product. Evaluate your competitors Prices daily/weekly. Promote your community aggressively. Your People are the most important component of your marketing effort.

I wish I’d known to keep my sense of humor even when things looked bleakest. I couldn’t learn everything in only one day, month, etc. I must have the patience and determination of an Olympic athlete. I wish I’d have known that everything always works out in the end. To never give up, lose hope and always smile even when you didn’t much feel like it. I wish someone would have told me that with a little faith, you can move mountains!

I have always known, but did not realize the wide definition of who the Resident is: residents, owners, employees, and vendors. In order to achieve ultimate results of management goals, all four groups are of equal importance.

I wish I’d known that I am responsible for managing my own career. You can’t wait for your supervisor to give you more responsibility. You must take it upon yourself. Set goals for your career and then plan to achieve them. Clearly communicate to your supervisor where you want to go and ask for advice and direction on how to get here. Let your employer know that it is a two-way relationship and that you expect training and growth in exchange or your hard work and loyalty.

When faced with a situation that requires improvement, turning around, etc., don’t ask “What are you doing now?” Instead, ask “What aren’t you doing now?” Use “Zero Based Thinking”. I don’t modify and existing system, plan, solution. I look at the problem like a clean sheet of paper and ask “What can I do differently?”

Tags: Apartment Management, Apartment Training, Multifamilpro, Multifamily Management, Multifamily Pro, Multifamilypro
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