Posts Tagged ‘Multifamilypro’

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.

(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 Operations, Apartment Training, Multifamily Management, Multifamilypro, On-site Management
Posted in Home | No Comments »

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
Posted in Personal Development | No Comments »

Part Five: Multifamily If I Knew Then What I Know Now

Tuesday, January 26th, 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!

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
Posted in Personal Development | No Comments »

Multifamily If I Knew Then What I Know Now, Part Two

Monday, January 18th, 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 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
Posted in Personal Development | No Comments »

Multifamily:If I Knew Then What I Know Now…

Friday, January 15th, 2010

I wish I’d known how important training is. For 25 years, I’ve been in property management and only for 10 years I have been going to marketing seminars and training sessions like this one. For someone who is coming into this business, I think training is most important.

I wish I’d known that all the policies and procedures that, although important, are pale in comparison to the natural ability to truly want to provide Residents service.

I wish I’d known to take care of all phone calls and requests of your time from residents. You may forget to answer a request, but the resident won’t forget. Stay in touch!

When I first started in the property management industry, I only concentrated on leasing the apartments. I never really paid attention to the other positions, reports, etc. I felt like leasing was the most important thing and that was it. Later, I learned that the more I knew about every aspect of property management, everything from landscaping and maintenance to building design, the better I am at my job - whatever it is.

I wish I’d known not to always fear the worst. Change is inevitable, unpredictable and usually positive. I used to fear my entire staff would walk out on me at once, or that disaster would strike and empty an entire property in a single day - ten years alter, neither has happened.
I wish I’d known to listen more carefully to everyone! It truly isn’t just what you know, but who you know. To gather information, learn new ideas, different perspectives from many different levels of management. Networking is critical to your success, as well as to the company’s.

I wish I’d known not to take life so seriously. The beginning of my career seemed to be comprised of a lot of hard work and stress. With the 7 years of experience I now have in my position, I have incorporated humor in every day! Now I work better, my team works better, and we still work hard - but I can honestly say my staff enjoys coming to work each day - I find it doesn’t stop there. The residents, vendors and prospects all leave the office feeling better than when they first arrived. (P.S., we are full, and we have just implemented our 2nd rent increase!)

I wish I’d known that we all come into the world with special gifts. Make sure you pick a career that will fully utilize your unique character.

I wish I’d known that relationships are the backbone to every successful business.

I wish I’d known to lease my renewals the way you lease your prospects. Start a top-notch resident retention program with at least five contacts a year (personal notes, gifts, thank-you cards, and birthday cards). Asking for testimonials from your residents and use them at renewal time in your ads!

I learned that my success in this business, as a leasing agent, manager, or marketing director, depends on my listening to what others say. What they are telling me about themselves. Sometimes it is an employee and sometimes it is a prospect! I can successfully help them if I slow down and really listen. When I forget to listen to others, I miss everything! The bottom line is this: There are a lot of great people with great ideas - and I don’t know everything!

I wish I’d known the most effective skill I had was me. The ability to lease, how much you care and will take care of the client. All the closing techniques and sales skills will not help if you cannot relate to the client and their needs.

I wish I’d known that no idea is a bad idea - every thought has value and you should always feel confident in the expression of them. As my career has progressed, I have opened a lot of doors by opening my mind and not staying inside the box.

I wish I’d known all the different companies and vendors who are willing and wanting to assist the on-site leasing staff and management. Property management has not only grown, but also changed into an employment opportunity for all who are looking for a change. It’s the best!

Stay tuned for more responses!

Revenue Management: Power Pricing

Workshop Outline & Pre-Course Workbook Coming Soon!

Revenue Management – Basics-Day One

Pricing is key to successful marketing, but can be one of the most difficult aspects of the marketing process. This session delivers essential skills and knowledge needed to optimize your pricing while minimizing costly trial and error. You’ll learn the fundamentals of ‘Power Pricing,’ gain an understanding of pricing dynamics and key metrics used to set up a manual pricing model, and walk away with the skills and knowledge you need to set up an individual manual pricing model for your product.

Revenue Management – Advanced-Day Two

This session goes beyond the fundamentals of ‘Power Pricing’ to deliver the knowledge and skills needed to execute and maintain your manual pricing model to increase cash flow and the overall value of your organization. Learn how to use reports and graphs to more effectively communicate with your team and stakeholders and confidently manage your organization’s revenue. (Prerequisite: Revenue Management – Basics)

Workshop Leaders:

Brad Marting

Mr. Marting is a professional speaker, trainer, and consultant for OptiYield, a consulting company specializing in profit optimization for real estate investments. His formal education includes a Bachelor of Science degree in Business and a Masters of Business Administration degree. He is a licensed real estate broker and holds designations as a Certified Property Manager, Certified Commercial Investment Member, Certified Apartment Property Supervisor and an Accredited Apartment Association Instructor. He has more than 30 years of real estate experience and has served as an officer and past chapter president for both IREM® and NAA®. In 2009, he was the Chairperson for the Income & Expense survey for residential real estate assets for IREM®. He is an award-winning author for his article in the Journal of Property Management on Yield Management and was co-founder and co-inventor of YieldStar®, a rent optimization system. He has acquired, managed, sold and consulted on more than three-billion dollars of real estate investments.

Jennifer Nevitt Casey

Since 1993, Jennifer Nevitt Casey, Chief Executive Officer of Bravo Strategic Marketing, Inc., has developed return-on-investment strategies for multifamily real estate investment portfolios with a capitalized value exceeding $6 billion. She is also a highly successful income growth strategist for residential assets and considered one of the nation’s most innovative real estate marketers. She is also President of Rohman Management and a Partner in Rohman Development, a New York City-based real estate development firm formed by a group of veteran professionals targeting the southeastern United States as its focus point for apartment development. She provides consultation on product design, the importance of a development’s timing, correct market positioning and proven successful leasing and for-sale marketing strategies. She is a contributing author of the Urban Land Institute’s book, “Developing Multifamily Housing,” and co-author or the National Association of Home Builder’s book, “How to Excel at Leasing Apartments.” Her credits also include inventor and founder of YieldStar Technology, LLC, a yield management, B2B software application that optimizes revenue for the multifamily real estate industry and whose assets were acquired by RealPage. A dynamic speaker known for captivating audiences, she has trained over 20,000 professionals within the multifamily industry and sales teams for newly constructed condominiums and single family homes.

Tags: Apartment Employee Performance, Apartment Management, Apartment Operations, Apartment Training, Multifamily Management, Multifamily Pro, Multifamilypro, On-site Management, Property Management
Posted in Personal Development | No Comments »

A Looming Transition: Survive the Mass Exodus of Boomers in the Workplace

Wednesday, January 6th, 2010

A Looming Transition: Survive the Mass Exodus of Boomers in the Workplace
By Anne Houlihan

In 2011, the oldest of the Baby Boomers will turn 65, marking a turning point in corporate America. As the 76 million Baby Boomers begin to leave the workforce, the United States will experience the most dramatic economic and demographic changes in its history. For the first time ever we are facing a mass retirement movement. To survive unscathed, companies must begin planning and preparation for this transition today.
At first glance, the impending Baby Boomer exodus may seem of little concern to companies. After all, people have been retiring from the workplace for ages. However, companies need to keep in mind that the upcoming retirement years are going to be larger scale than in any other time in our country’s history. With 76 million Baby Boomers leaving the workforce and only 46 million Generation Xers available to take the newly vacant roles, there’s a deficit of 30 million workers. And while the Millennials (also known as Generation Y) number at approximately the 100 million mark, the oldest of them are too young and inexperienced to step into leadership roles.
Therefore, think about your own company for a moment. How will you handle this transition? How will you groom your Generation X workers to step into leadership roles? How are you going to transfer the 40+ years of wisdom and experience that the Boomers possess to your younger workers? How do you plan to keep your company successful and running smoothly with a deficit of workers?
The bottom line is that all companies need to harness the young leadership already in their company so that the Baby Boomer exodus has as little impact as possible on the organization. Use the following tips to help make the upcoming transition period a smooth one.

1. Know what you’re up against.
You need to find out as soon as possible how this mass retirement will affect your company. Get with your HR department and find out your workplace demographics. How many Baby Boomers are currently working in the company, what are their positions, and what are their anticipated retirement dates? For example, are all your middle managers positioned to retire in the next five years? Will three key machinists be leaving all at once? Will your sales department shrink by half in the next few years? You need to know what the impact will be on your company so you can start planning and be ready for the transition.

2. Develop a knowledge transfer strategy.
Most companies have policy manuals that detail each position’s job requirements. While such a policy manual is a good start for grooming younger workers, it’s simply not enough. After all, you can only document so much of the day-to-day activities. Plus, there are subtleties of every job—things you do just because experience and knowledge points you in a certain direction. You simply can’t document those kinds of things. That’s why you need to go a step further and develop a strategy/policy/training system for transferring the knowledge and skills of the older workers to the younger successors.

3. Mentor the younger workers.
As part of the knowledge transfer strategy, companies need to implement some sort of mentoring program. For a company to have a successful transition, the younger generation needs to work side-by-side with the older workers for some time. You simply cannot transfer 40+ years of knowledge and expertise overnight. Therefore, if you know that a key person is going to be retiring in three years, have that person start mentoring a younger worker now. Again, this is not something you can do during a new hire’s 90-day training period. True mentoring takes a year to accomplish at the very least. Additionally, the Generation X workers who receive this sort of long-term mentoring will feel more valued and will be more likely to stay with the company long-term.

4. Retain the older workers in some fashion.
Realize that just because someone turns 65 doesn’t mean they want to retire that day. Many of your older workers will want to stay in the workforce in some sort of capacity, either by choice or by necessity. Since many Boomers worked hard to put kids through college or are currently taking care of aging parents, they still need to work well past age 65 just to make ends meet. Others are taking advantage of medical breakthroughs and as a result feel more active and alive than they did when they were younger. In either of these cases, your older workers may be open to staying onboard on a part-time basis or as a consultant. Since they often want to pursue other interests at this stage of their life, being chained down to a 9 to 5 desk job won’t appeal to them. But the more flexibility you offer, the more likely they’ll be to stick around as a resource for the company.

5. Put a strong management team in place.
For your company to get through this transitional period, you need strong management and leadership. You need someone who can empower and motivate both generations to be open-minded and to learn from each other. You need a leader with expertise, not only in your industry, but also in people skills. Realize that a lot of the younger workers don’t have much patience to be side-by-side older workers, because they believe the Boomers aren’t up-to-date on technology or know “how the world really is.” That’s why you need leaders in place who can help people be open to mentoring—both on the giving and receiving side. If your company doesn’t have the right leaders on board, the bottom line will suffer. Your leaders simply must be involved to see this transitional phase through.

A Successful Transition for All
Because the unemployment rate is high right now due to the current economy, companies can draw from that pool of workers to help fill the gap the Boomers will be leaving. But since no one has a crystal ball that can predict the country’s economic future, no one can rely on this “fix” for the long haul. That’s why planning and preparation are so needed.
The coming years will definitely be a challenge for companies, as more people will be retiring than usual. The smart organizations will take a proactive approach and start addressing the issue now. Remember, transferring the knowledge and expertise of your older workers to your younger ones is not something you can do in a few days or weeks. Therefore, you need to adopt a longer-term focus than what you may be accustomed to in order to survive the impending transitional phase. By helping everyone—young and old—work together, your company can be successful and thrive in the years to come.

ABOUT THE AUTHOR
Anne Houlihan is president of Satori Seal, where she tripled revenues in one year with her innovative budgeting and leadership techniques. In addition, she is founder of Elevated Leadership International, where she shares more than 25 years of hands-on corporate experience and coaching to help companies of all sizes. Anne helps to improve management techniques, empower employees to be decision-makers, bridge the generational gap and overcome adversity. For information on hiring her, visit www.ElevatedLeadership.com or call 951-235-5405.

Tags: Apartment Management, Multifamily Management, Multifamily Mentor, Multifamily Pro, Multifamilypro
Posted in Mentor articles, Personal Development | No Comments »

Retain and Motivate the Next Generation:

Tuesday, December 22nd, 2009

Retain and Motivate the Next Generation:
Seven Ways to Get the Most Out of Your Millennial Workers
By Tip Fallon

Finding and keeping good, young talent can be challenging for any business. And in today’s economy, the next generation can hold the key to boosting your bottom line. Most new graduates are eager to showcase their talents in the workplace, have not picked up bad working habits from years of experience at another firm, and are excited to take on new, challenging responsibilities. While there are many benefits to hiring Millennial employees (also called Gen-Y), keeping them motivated and happy requires different techniques compared to past generations.

First, even though they may face enormous student loan debt, Millennials care about much more than money. Cash does play a role, but it is not always the most important part of retaining young employees. They are aiming for a much more holistic fulfillment through work, including fun at the office, the ability to feel good about their job, and balance in their social lives.

So, before your competitor hires your Millennials out from under your nose, implement these seven strategies to keep them productive and happy. Best of all, you can do them at little or no cost!

1. Give them ownership.

Millennials have been raised to believe they are special. They get to make their own decisions and take ownership over their results. This is where they experience a lot of shock in the workplace. All of a sudden, after years of being a soccer star, leader on campus, and diva on Facebook, they are no longer in the spotlight at work. Give your Millennial employees something they can call their own and be proud of. Let them redefine an operating procedure in their position, facilitate a meeting or even plan an event. They thrive on knowing something has their name on it. This allows them to be more driven and can make them feel more valued than even a pay raise would.

What do your millennial employees have ownership of? What can you give them ownership of in the coming months?

2. Give regular feedback.

Many managers and business leaders avoid giving feedback or don’t do it regularly enough. Even annual reviews for new employees get pushed back for months. Millennials yearn for feedback to see how they are doing and if they can improve. They are used to getting grades for their work, multiple times a week. It’s a big shift to receive feedback only once or twice a year. Take time to let them know how they are doing. It does not always have to be a pat on the back. They want to know how they can improve as well. By showing you care about their growth and progress, they feel more valued and loyal to your company.

When is the next time you can have a conversation about how your millennial employee is doing? What kind of feedback can you provide on a regular basis?

3. Show them the Big Picture.

Millennials know what’s going on in the world – from the dire economy and corrupt politics to wars and our sick planet. Yet they are probably experiencing their first taste of independence in a cubicle, in front of a computer monitor for eight hours a day. When they absorb everything going on in the world, their current jobs can easily seem mundane in comparison, which can lead to low morale and creativity. To resolve this, explain in an informal conversation – possibly through a mentor – the role they play in the “big picture.” Let them consider how their job drives company productivity, which increases our GDP, helps provide jobs for people, which supports many families, and serves a need to consumers.

What is the interconnectedness of your Millennials’ jobs and the “big picture”? How can you explain that to them?

4. Let them do good.

Along those same lines, Millennials care about improving the world. If they had their way, many of them would be “professional volunteers.” A paycheck is not always going put a smile on their face at the end of the day. You can buy their time, but you cannot buy their hearts. You can help them become emotionally invested in your firm, however, and that’s when you will see more enthusiasm towards their work. This doesn’t mean your organization must integrate philanthropy as a part of your business strategy. It can be done by simply hosting a charity dodgeball tournament, setting up an e-mail pen-pal program with an elementary school, or having a local nonprofit come in to discuss volunteer or donation opportunities.

What opportunities can you give your employees to do good and feel good?

5. Build enjoyment into the workplace.

Many Millennials live by the creed: “Life is short.” They’ve witnessed natural disasters, terrorist attacks and school shootings as a part of their formative years. They know not to take life for granted. If they are bored out of their minds at work, they may not stay there long, as their hours are precious. They want to enjoy their time. This comes through creativity, spontaneity and relationships with those around them. This may mean having more social activities, or less conference calls and more in-person meetings, or occasional team lunches and outings. Putting out an “Employee Superlatives” list around the end of the year, high school yearbook style, or making short videos about people’s jobs and posting them on an intranet are fun ways to see what’s behind the shirt and tie. Look outside of your office for socializing and networking opportunities with other branches and their Millennials.

What can you do to let your employees enjoy their workday more with their coworkers?

6. Tap into their talents.

It may sound like common sense, but it’s striking to see how many workers are not contributing their unique talents and passions to the workplace. Some unknown talents may include music, planning events, online social networking, photography, fitness training, or public speaking. Letting an employee use her unique talents at work may not be a part of her job description or bring in extra dollars – but it can boost her comfort level, appreciation and creativity. And that can be invaluable in terms of increased performance.

How can you find out the hidden talents of your employees? When you find them, make sure they get a chance to demonstrate them at work if they desire.

7. Give them bragging rights.

Millennials are a hyper-competitive bunch. When they gather for brunch or go out with friends, especially when they have a new job, they want something to brag about. This gives them a sense of significance in their social circles and reaffirms that you, as an employer, are doing them well. Find out what it is they want to brag about. They will most likely be turned on by one of the six items described above. Through your conversations, find out what they value most and give it to them in spades. When they brag about their jobs on weekends, they’ll be much happier showing up on Monday.

What do you think your employees tell their friends about working for you? What can you do to give them something to brag about?

Though Millennials may require a slightly different management style, in the end, they simply want to be happy. Simply keep in mind they may have different expectations when it comes to the satisfaction they get from work, and how their job plays into their overall life balance. Using these tips is the starting point to harnessing greater levels of ambition, creativity and productivity from your Millennials.

ABOUT THE AUTHOR
Tip Fallon is founder of Speaking for Change, a consultancy that advances the success of college students through speaking engagements, consulting, coaching, and blogs. As the director of a nonprofit that serves disadvantaged teens, Tip uses his leadership skills to help young adults excel in college and the real world. He is currently working on “Beyond the Books,” a guide to help college students succeed. To reach him for speaking, consulting or coaching, e-mail: TipFallon@Speakingforchange.com.

Tags: Apaertment Operations, Apartment Management, Multifamily Pro, Multifamilypro, On-site Management
Posted in Personal Development | No Comments »

Reduce Office Clutter: Your Three-Step Plan to Increased Productivity, Efficiency and Profitability

Friday, December 18th, 2009

Reduce Office Clutter:
Your Three-Step Plan to Increased Productivity, Efficiency and Profitability
By Pat Heydlauff

Research shows there is a direct correlation between productivity and clutter. Productivity and profits decline when clutter and chaos rise. Do piles of paper, disorganization and information mismanagement take over your workplace while efficiency and effectiveness vanish right before your eyes?
According to the National Association of Professional Organizations, paper clutter is the number one problem for most businesses. Studies show the average person wastes 4.3 hours per week searching for papers, which adds stress and frustration to the workplace while reducing concentration and creative thinking. The average executive loses one hour of productivity per day searching for missing information. And, according to the Small Business Administration, the biggest burden for small business is the inability to properly service customers, increase sales and improve the bottom line because of mishandled paperwork.
In addition, many companies deal with stress daily, and unfortunately clutter can help add to the stress of the daily grind. Statistics show 75 percent or more of all physician visits are stress- related, and by un-cluttering you will not only increase productivity, security and profits but reduce overall stress and medical care costs.

Think Big
Whether you are working in a huge corporation or a one-person office, there are several benefits to un-cluttering and organizing:

•   Increase productivity and profitability increase
•   Keep information confidential and secure
•   Reduce mental overload and stress
•   Reduce workplace accidents and spills
•   Save time and improve effectiveness

Your first step is to devise an information management system, not just a filing system. Information comes from many sources, including snail mail, e-mail, text messages, cell phones, and courier services, to name a few. All of this information needs to be organized, in order to be profitably utilized, put into permanent archives or tossed. You also need to have the necessary tools to make the system efficient and uniformly usable such as file folders, filing cabinets for current information, boxes for archives, and scanners with backup capabilities for managing information electronically.

Start Now
Whether you are responsible for creating your own information management system or if those higher up are in charge, it’s still up to you to take action and make it happen. Here are some steps:

•   Set aside time weekly to manage and organize information. Adhere to that commitment like an appointment and you will stay ahead of the game.
•   Always organize your desk at the end of the day, so at least 80 percent of the desktop is visible. This will make going to work each morning a joy because desk stress and mental overload will decrease while your productivity increases.
•   Eliminate anything on top of your desk that is not used often. Put everything else into drawers, cubicles or containers that are easily accessible. Your efficiency will double and your fatigue will decrease.
•   Limit yourself to only one personal photograph, placing it in the southwest section of your work area to energize relationships. This will increase focus on the work at hand not others.
•   If you need to access files at a moment’s notice or need a reminder to follow up on specific projects regularly, use a vertical desktop file sorter instead of stacks, and color-code them. Use green folders for new clients, red folders for established clients that provide you good business and good fortune, and yellow folders for less important but still necessary information. You or colleagues can quickly find client information, which improves client relations and results.
•   Handle information only once whether on paper or in your e-mail inbox. Make a decision as to whether it takes action or can be tossed or deleted. You will become more efficient and lower your stress levels.

Sustain Your Information Management System
Once you have devised your information management system and put your plan into action, you must focus energy onto it to keep it operating smoothly on a daily basis. It won’t become part of the corporate culture or a personal habit if you don’t do more than just un-clutter and organize once or twice.
•   Create a Clean Desk or Clean Workspace Policy, and establish a reward system that is handed out weekly, such as a small trophy for each office that qualifies. If the trophy stays with that person for six months or a whole year provide them an extra reward, perhaps a day off or preferred parking for a month.
•   Post pictures of the winners in your employee lounge or common area, and recognize them at company meetings.
•   Encourage your employees to put something one personal, creative item on their desk, where stacks of paper used to be. This will serve as a reminder of how easy it is to stay clutter-free and stress-free.

Stress, clutter and disorganization cost businesses thousands of dollars in lost profits, productivity and time. By creating a plan to stay organized, and implementing these tips on a regular basis, you and your company can reap the benefits and your employees will be happier and healthier.

ABOUT THE AUTHOR
Pat Heydlauff, president of Energy Design, helps business leaders streamline and transform their companies, resulting in employee satisfaction, client retention and bottom line profitability. She energizes and enhances the effectiveness and efficiency of workplace environments using color, design and organization principles. Her new book, “Feng Shui: So Easy a Child Can Do It,” provides change that leads to success and prosperity. Contact Pat for consulting and speaking: www.Energy-by-Design.com or call: 561-799-3443.

Tags: Apartment Management, Apartment Operations, Multifamily Pro, Multifamilypro
Posted in Personal Development | No Comments »

The Three Pillars of Success

Thursday, December 17th, 2009

The Three Pillars of Success
By Mastercoach Eric Adler

A pillar is defined as a firm upright support for a superstructure. Getting ahead in life is like building a superstructure and in order for the structure to stand securely it needs supporting pillars. Three are all you need and here they are:

Pillar #1: Get out of Your Own Way
The majority of people tend to get into a comfortable rut. They know what they will be doing each day, each week, and each year. Within certain guidelines, their lives are predicable and stable.

Predictable and stable, however, are not factors that lead to success. Risk taking and instability are the keys to going from mediocre to stellar. Most people have a difficult time moving out of a comfortable situation and into one of insecurity and unknown turns. But this is exactly what you have to do to become successful – get out of your own way.

The best way to do this is to take small steps towards a larger goal. Realize that there are four major areas that make up our comfort zones: Geographical, personal, activity-related, and mental. That is:

•   Geographical: Where we live, work, and play
•   Personal: Our friends, family, and co-workers
•   Activity-Related: Our entertainment and hobbies
•   Mental: What and how we think

Now, the trick to expanding one’s comfort zone is to not change all these areas at once. Try one or maybe two at a time, get used to that and then move on to the others. Changing any one area can be stressful. Doing too much, too soon will send you scurrying back to your comfortable rut.

Understand that expanding doesn’t mean getting rid of what’s already there. You can make new friends and not abandon the old ones. You can pick up a second hobby and still enjoy the first. This is an addition not a subtraction process.

Pillar #2: Know Where You Want to Go and How to Get There
It’s easy to say, “Set goals.” It’s not so easy to set ones that are actually meaningful to you. We sometimes get so comfortable that we lose sight of what else there is to strive after. So our list ends up looking like everyone else’s New Year’s Resolutions: Lose weight, exercise, and spend more time with the family. We all know how successful these broad, half-hearted goals are – made on January 1, forgotten by February 1.

There are three factors that need to be put into play when setting goals:
• Set Your Own Goals: Don’t let others decide for you. If a goal isn’t meaningful to you, you won’t develop the enthusiasm needed to achieve it.

• Make Your Goals Concrete and Specific: Don’t just say you want to make more money. Set an exact amount and a firm time frame in which to make the goal.

• Determine What Effort is Required: If you don’t know what you need to do in order to reach a goal, it’s a wish not a goal. Be very clear about how much energy, time, and resources are going to be needed to be successful.

Pillar #3: Stop Talking and Take Action
Deciding to move out of one’s comfort zone and setting the goals to get to new levels are the easy parts. These are the planning stages. Now comes the time for action. Too many times people stop after setting up the parameters for success and then never take another step.

• Don’t Announce Your Goals: Telling others only invites people who will tell you how hard it will be or why it can’t be done. Keep your goals to yourself to avoid all the naysayers.

• Never Move Backwards: Don’t let setbacks stop you. If things are temporarily going wrong, don’t use this as an excuse to retreat. Analyze what went amiss and what is needed to get back on track.

• Reward Yourself Along the Way: Break a large goal into many mini-goals. Once you achieve a mini-goal, reward yourself. This will help keep your enthusiasm high and give you many small successes leading to the big success at the end.

Establish these three pillars and you can accomplish anything you desire.

About the Author
Eric Adler is a trainer and mastercoach in the fields of communication, motivation and mental training. He is an Austrian-based, best-selling author and Europe’s leading social competence expert who developed a unique method for measurable and verifiable personality development. A public study that consisted of 800 adults and teens documented that Eric’s unique form of personal development training had a very effective impact. His know-how is widespread in the licensing system in Europe, and he now issues licenses to trainers, speakers, coaches and consultants in the U.S., as well. For more information, visit www.asc12.com or e-mail adler@asc12.com

Tags: Apartment Management, Multifamily Management, Multifamily Pro, Multifamilypro
Posted in Personal Development | No Comments »

How to Help a Coworker Overcome a Traumatic Experience

Thursday, December 10th, 2009

How to Help a Coworker Overcome a Traumatic Experience

By Arny Alberts

You have been informed that a coworker in your workplace has recently suffered through a serious trauma in their personal life. The details of their sexual abuse case were reported on the local news the night before and appear in several newspapers today. Further information concerning this individual was sent via e-mail by the company human resources department.
The ensuing gossip around the water cooler led to a meeting with your manager and coworkers to discuss the current situation. An online web search provides the detailed scenario right at your desktop of all the events that took place. There is no doubt that questions and concerns about this individual come into the thoughts of the entire workforce in your company.
What happened to them? What are they going through? Are they coming back to work?

Human resource departments have documented processes and programs to deal with internal issues that affect personnel in the work place. Even if an employee’s personal problems overlap in to the work environment, such as traumatic experiences, human resource departments work to provide assistance to every employee. But, if there are few or no precedents, dealing with an employee’s sexual abuse could pose unforeseen problems. The steps to take for the individual can look great on paper, but what will actually happen when they return to the work place? What do you say upon your first encounter? Has anyone told you specifically how to handle the situation?
When you see them from a distance, what will your initial reaction be?

Each person experiences, witnesses or hears about trauma in their everyday life. Trauma typically results from shocking experiences such as a death in the family, fire that destroys a home, natural disasters or serious injury from a traffic accident. But, trauma can also impact someone in a series of mental, physical or emotional experiences that span over time. When these experiences are brought into the workplace, there are dealt with by employees in a variety of different ways. Just because you experience or witness trauma, it does not make you an expert in dealing with your coworkers’ trauma. Here are some suggestions to follow:

1. Communicate - if you know your coworker has been through a traumatic
experience, the only wrong decision to make here is not communicating when they return to the office. Communication becomes a simple choice of right versus wrong. The right decision is to communicate in any way or option available to you at the time. Communicate in a way that you can emotionally handle - but communicate. The effected individual will acknowledge the attempt even though their own emotions may inhibit any sustainable response.
The fearful emotions mounting from their return to work can quickly escalate into isolation if some form of communication is not attempted. The KISS (Keep It Short and Simple) method might work best here, not attempting too much at once. The short list below provides a few types of communication
media:

• Verbal - if you meet up with this person unexpectedly in the workplace,
start a simple conversation about anything generic or non-specific. Let them know that you are approachable and listen to them if they decide to talk.
Remember, they have taken a large step coming into the work place and an even larger one even speaking to another person. The initial conversations will most likely not deal with their recent trauma, but the success and honesty will open them up for future, deeper conversations with you or other coworkers.

• Card/E-card/E-mail/Written Letter - a personalized note with some words
that tell this person you are thinking of them and the recent struggle they have been through. Let them know you are available if they want to talk and you have their best interests in mind.

• Phone Call - let this individual know you really care about them. The
sound of a person’s voice goes a long way when someone feels insecure or upset. If they choose to talk and open up, listen and let them share their experience.

• Warm smile - if you can’t communicate anything other than a simple smile
at the time, do so. One warm smile could make a difference and give this individual the strength to come back to work the next day.

2. Follow your Heart - no matter what form of communication you decide to
choose, follow your heart as you proceed. Remember this individual is the same person you knew before their trauma was disclosed. Be honest and sincere. You may not be able to empathize, but listening and being yourself will help bring their life back to normal. If fear prevents you from taking action, imagine what this individual is going through each day now that they have reentered the workplace.

3. Find facts - search the Internet or library for information about the
type of trauma your coworker has endured. Gaining knowledge and understanding of what they went through, what they are currently going through and what could happen to them in the future will help to eliminate the fear of initiating communication.

4. Share an experience - relaying a similar traumatic experience with a
coworker will not relieve their problems. But it will provide some sense of hope for their future. When you show your human, vulnerable side you send a clear message to them that they are not alone. They are not alone in what they experienced, and they are not alone in the workplace. A single display of confidence from another person who has suffered will provide them with the belief they will eventually recover.

5. Listen /Don’t Try Fixing - during a situation when this person decides to
open up and discuss some of their personal, traumatic experiences with you, just listen. Let them talk and get any part of the story off their chest.
This person is not looking for suggestions to cope with what happened or ideas to help them resolve any lingering issues. They desperately need human contact; they want to trust someone and they are attempting to make an earnest connection with you. A conversation with this person could easily make you feel uncomfortable or uneasy; you might want to end it just as quickly as it began. But listen, you must realize you have been elevated above coworker status, you are their friend and you need to act like one.

Sexual abuse is becoming a highly visible topic in our world today. Each day new cases are reported through local television stations and in newspaper articles. Doctors, therapists, well- known and first time authors write books about their individual sexual abuse experiences throughout our country. It is disheartening to see how widespread this problem stretches.
So many families across the United States are affected by sexual abuse in one way or another. Not only are families struggling to deal with the effects of sexual abuse, so is the business world. Every business must decide how to deal with sexual abuse victims in their workplace. Every coworker must decide how they are going to communicate - no decision, no communication.

About the Author
Arny Alberts is the author of “Bunt Cookies - A Quest for Closure,” the true story of his personal sexual abuse experience and the difficult social scenarios that resulted. His return to the workplace is detailed along with other situations involving his family and friends. To find more information about this book, visit www.arnyalberts.com or call (708) 233-1245. “Burnt Cookies - A Quest for Closure” can be purchased online at www.amazon.com or from Llumina Press at www.llumina.com.

Tags: Apartment Management, Apartment Operations, Multifamily Management, Multifamily Pro, Multifamilypro, Property Management
Posted in Personal Development | No Comments »