Handling Team Conflict

As managers, we have all dealt with isolated cases of bickering, arguing, back-stabbing, etc.  To most of us, it seems quite immature and in fact it takes every ounce of discipline not to yell, "STOP FIGHTING AND GROW UP"!  However, sometimes these behaviors move beyond isolated cases and actually become habitual, part of the fabric of your employees daily communication standards ... this can be lethal to the team and the expectation for teamwork, therefore causing dissension among the staff.



99% of the time these situations sprout with an argument or personality conflict between two employees.  One of the employees consistently takes on the role of the accuser, typically having the alpha personality of the two.  The second employee is consistently forced to take on the role of the defender.  If not caught and extinguished early on, both employees launch a recruiting process of the other team members to join their side, and "Team Dissension" is born.

Soon, arguing, rolling of the eyes, sighs of frustration, flipping of the hair, etc. become common place.  As time passes, everyone dreads coming to work, and you as a manager are at your wits ends and actually just want to SLAP THEM BOTH!

I highly recommend you not slap them (but feel free to call me for bail money if you do), instead consider the steps I suggest below.

Step 1 - Level the Playing Field
Typically the Alpha/Accuser for some reason feels superior, empowered or entitled to attack.  It may be because they have a higher title/position within the team.  It may be because they have seniority.  It may be because they have higher sales/closing ratios.  Or it may be they are the Spawn of Satan.  Whatever the case is, as a manager, it is our responsibility to reduce that entitlement.  I believe in the direct approach, "Nathan, I am extremely disappointed in your lack of professionalism.  No matter who is right or wrong, the way you communicated to Silvia in front of the team was unacceptable.  Don't do it again!  I expect more from you."  The tricks to these statements are, to be short and firm.  The psychological reasoning behind the statements are; 1) guilt (disappointed in you), 2) neutralism (no matter who's right or wrong), 3) bad behavior (addressing of Silvia), 4) requirement (not again) and 5) back to guilt (expect more from you).  All of the mothers in my reading audience are laughing out loud now, all knowing that GUILT is every mom's best trick to well behaved children.

Step 2 - Huddle the Divided Team
Since the team was most likely forced into taking sides, it is time to fuse them back into one supportive unit that will be held accountable for their actions by you.  Start the team meeting by addressing the fact that you feel tension among the team members and you feel that it is impacting the overall success of the business.  It is important that you state your unwavering commitment to company success, and your belief that professionalism and positive teamwork will secure that goal.  Directly and simplistically state the behaviors that you will not tolerate (i.e. gossiping, arguing, taking sides, etc.).  Directly and simplistically state the behaviors you expect to see in the future (i.e. complementing of each other, assisting each other, positively communicating with each other, etc.).

Step 3 - Problem Solving Competition
Carefully divide the group into 2 teams.  Put the Alpha/Accuser on one team, the Defender on the other and mix the rest.  Come up with 2 typical challenges that your business faces on a regular basis, for instance, "Traffic Generation" and "Overcoming Price Objections".  Under each category come up with three bullet points that make the topic challenging.  For instance;  we need to generate more traffic, however we have little to no money to spend, it needs to be focused on 1 bdrm renters only and they need to move in within the next 3 weeks.  Give each team the first challenge, have them brainstorm and present the complete steps of their game plan to the group.  Repeat with the second challenge.  Give them 10 minutes for each challenge

Step 4 - The Surprise Challenge
Building off of the two prior problem solving challenges you are now going to present a third challenge to each of the teams in the exact same manner.  The topic of this challenge is "Employee Conflict".  You will use actual behaviors you have witnessed as your three bullet points.  For instance; arguing in front of customers, talking about them behind their back to other employees and displays of rude unprofessional behaviors such as tossing files at them.  Again, have them brainstorm how they would handle these issues and come up with a step by step game plan that they present to the group.

Sit back and enjoy the ride on step four, little by little you will see them realize they are the subject of the challenge.  Little by little you will see them realize how hard you are trying as a manager to get this derailed team back on the tracks.  But my favorite part is when they get to the final action plan step and they realize they have to suggest their own termination if the employee conflict doesn't stop.  SCORE!  Attitudes magically change and they realize they need to get their act together.  The recruited members also now feel empowered to resign from sides and empowered to say "I am not going to get involved in this"!

Step 5 - Team Building
Just like with prospective residents and residents, follow up is always crucial.  Be sure to dedicate time to continue staff meetings, introduce team building events and assign them quick projects to collectively work on.  Teams must be identified, built and maintained for consistent success.

GOOD LUCK!  I have used this method many times and it has always worked!  Remember, as a manager YOU'VE GOT THE POWER ... to let your team fail or let your team succeed!  So get in the game, face the challenge head on, and SCORE!!!

How Is Your Email Follow-Up?

 

 

It is amazing how much communication we are required to review, manage, respond to and maintain on a daily basis.  Most of us have at least two email addresses (personal & work), two to three telephones (home, cell & work), two Facebook page (personal & work), two Twitter accounts (personal & work), two Instagram accounts (personal & work) ... that is potentially 11 accounts to maintain daily, all with multiple avenues of messaging.  And there are still hundreds more should you choose to have them, these are only the top utilized.  How do we keep up?

 

Unfortunately the answer is, we don't!  Or, we prioritize which to follow up on and which to ignore.

 

As a marketing professional, I am constantly looking at - "Cost per Lead" & "Cost per Lease".  There are tons of tracking programs available to our industry (especially telephone tracking) and well worth their weight in gold ... provided once you enroll in them, you actually log on and utilize them.

 

Recently, I was considering purchasing some stock of in a newer REIT (Real Estate Investment Trust).  As part of my due diligence to see how effective their assets were being run, I emailed each asset, pretending to be interested in renting at their community.  I did receive back auto responses from 100% of the communities, which meant nothing to me (or to the potential resident) but only received back 17.6% personal responses addressing the questions I asked during my initial contact.  More alarming, in the emails, I provided all of my contact information including my phone number, and I only received 1 phone call.

 

One would hope that these statistics are isolated to this specific company, unfortunately that would not be the case.  I have done this exercise many times, including with the companies I have worked for, and they tend to consistently come in under 25%.

 

These percentages give cause to ask 3 important questions as managers:

 

1)     Are our employees prioritizing communications correctly?  Business communications before personal?  I am tired of seeing employees' texting during work hours on personal cell phones.

 

2)     Do our employees have a thorough understanding that each piece of communication generated has a cost related to it?  Are you reviewing your total marketing costs divided by your leads and informing them of a per lead cost?

 

3)     As managers, are we utilizing all of the programs we have at our finger tips to make sure that our leasing/customer service teams are truly following up?

Sometimes I don't think we personally realize the levity of our position.  As Community Manager we have been awarded the career honor of watching over a multi-million dollar asset, this is a huge and noteworthy assignment.  Each day we come to work, our eyes need to be wide open, our ears alert and our brains using every cell to asses for success.

We need to "Inspect for What We Expect" ... and we need to expect FAR MORE than what industry personnel is presently delivering.

Call Them, Text Them, Tweet Them, Email Them, Instagram Them ... BUT DON'T IGNORE THEM!

The Art Of Renewals

 

 

There are really only two things you need to know about renewals if you want to be successful in our business, and those are the two main reasons for people NOT renewing.

Reason #1 - Rude and Uncooperative Office Staff

Since the first day that I started training within our industry, I have taught the rule of "Jump, Shake and Percolate".  Every time a non-employee walks in the door, someone should; jump up, shake their hand and exude a perky personality.  This should happen with prospective residents, existing residents, vendors, city inspectors, postal workers, delivery people, etc.  This action sets the tone, a welcoming tone ... and creates a referral based atmosphere.  The rule can be modified to "Jump, Pick  Up and Percolate" when referring to phone calls.

So often I visit communities and observe exactly the opposite.  I hear the door open and not a single employee moves.  Finally the visitor finds their way to a manned desk, but the community employee remains seated (with their bottom growing wider in the chair) only to say, "May I help you", with the "Great Wall of Desk" coldly blocking them from delivering kind and cooperative customer service.  The opportunity to set the positive tone and impress the resident, prospect or potential referring vendor is lost.

One of the first things I was taught regarding customer service, was to remove the negatives from my vocabulary.  Do not use such words as; no, unfortunately, not, can't, etc.  For example, a resident comes in, says her dishwasher is broken and she needs the maintenance person to look at it immediately.  It would be natural to say, "I can't do that, service requests have to be completed in the order they were received unless they are a life/health/safety issue".  This response is cold, by the book, inflexible - therefore, causing you to be judged as rude and uncooperative.  A better answer would be; "I totally understand your challenge, what I can do is inform the maintenance tech of the urgency and I am sure he will make it a priority to complete your service request as soon as possible."  The beautiful trick is, prepare your team for these "In Front of Customer" radio requests, so they respond with a service minded answer.  If you are saying to yourself, my guys/gals could never do this, then you have the wrong people on your team.

As a corporate officer, I have personally handled hundreds of customer service complaint calls and I can honestly say that 90+% of them refer to a staff member as being rude, typically the Community Manager.  And, upon calling the community and speaking with the staff person or Community Manager, it becomes evident that emotion has gotten in the way and they personally dislike the resident ... their emotion just cost their community a $12,000 renewal, plus make-ready expenses.  YOU'RE FIRED!  This is business, there is no room for emotion, only black and white service - can you do it or can't you, are you wrong or aren't you, is the customer right or not?  Forget if they are yelling, calling you names, saying awful things ... they are not paid to be professional - YOU ARE!

Reason #2 - Slow or Poor Maintenance Service

One of the first things I noticed upon entering the industry regarding maintenance services, was how the community service reputation totally mirrored the professionalism, organization, work ethic and customer service focus of the Maintenance Supervisor/Service Manager. If they were well groomed - the grounds were well groomed.  If they kept the shop clean - the make readies were clean.  If they were well organized - inventory was organized.  If they were smiling and greeting - their teams were smiling and greeting.

The position of Maintenance Supervisor/Service Manager is absolutely PIVOTAL in the success of the community.  This person needs to be an active "Hands On Manager", walking the property, inspecting the completed work of their employees, calling residents who are dissatisfied with service request completions, closing out work orders to observe length of time for completion and inventory used, meeting weekly with the operations/leasing teams regarding make readies, move-outs, move-ins, etc.

More so than ever, the Maintenance Supervisor/Service Manager and his/her maintenance team members need to be hired for people skills; they need to be "People, People".  The consistent smile, the consistent wave, the consistent greeting; "How You Doing Today" is imperative for the renewal process.  The day of the "Shut Up and Let Me Do My Job" grumpy Maintenance Technician is gone, and so too should they be, if they are still a member of your staff.

Do not think, I am suggesting your maintenance team members need to be educated white collar employees, in fact, I am suggesting polar opposite ... I do not want a brain surgeon handling the Freon in my AC.  I want an experienced, blue collar dude/gal ... but one that is presentable, smiles and simply greets me with a positive attitude.

So, as a Community Manager and Maintenance Supervisor, ask yourself this question regarding each other's (not yours) employees;  "Would I want to be stuck in a car one on one for an eight hour drive with this individual?"  If the answer is "No", you now know why your residents are not renewing!

Renewals are quite simple, simply ask yourself, are you and each of your team members, "The Devil Who Wears Prada" (an emotional bitch) or "Larry the Cable Guy" (get-er-done)?

Apartment Demonstrations vs. Tours

 

 

We all love giving the apartment tour. That is where we get to see the prospective resident(s) eyes light up and they begin to imagine themselves living in the apartment home. Unfortunately, that dream moment only lasts a couple of minutes and then we need to be prepared to answer questions, handle objections and go for the close.

 

I have been in the apartment industry for over 2 decades and shopped hundreds of communities and can honestly say, I can count on one hand the number of great demonstrations I have received from Leasing Specialists. Sadly, I can also tell you, I, my family and my circle of friends do not have enough limbs, fingers and toes to count the horrifying, un-motivating, non-action inducing tours I have been subjected to over the years.

 

Demonstrating an apartment home is an art form, well thought out, practiced and consciously customized from the knowledge a Leasing Specialists extracts during a phone or initial meeting conversation. The details of the prospective resident(s) must be carefully woven into the demonstration narration, specifically highlighting benefits of features that significantly apply to them individually.

 

The bad news is, most Leasing Specialists are never trained how to effectively demonstrate an apartment. So out of ignorance, they become tour guides, merely announcing the rooms. Leasing Specialist: "This is your kitchen." Prospective Resident: "Holy crap, thanks for telling me, I would have put my bed in here next to the stove!" Leasing Specialist: "This is your bathroom." Prospective Resident: "Wow, you are great, I thought the room without the toilet and sink was the bathroom!"

 

Fess up, you know you have done this, and possibly are still doing it today.

 

We are missing our opportunity to point out benefits of features that would motivate the prospective resident(s) to apply, leave a deposit and move in. Below are some demonstration tips that are sure to increase your closing ratios.

 

Tip #1 - Use your initial phone or in person meeting to extract as much customizable information as possible. Find out names of all of the occupants, names of pets, furniture sizes and colors, interests like baking, clothing, watching televison and what's important to them like outdoor living space, quiet neighborhood, social activities, etc. Anything you can find out, will give you more to utilize when customizing the demonstration. During the demonstration, state everything as though they have already rented and it is his/hers/theirs.

 

Tip #2 - Upon arrival to the model or make ready, build the suspense, keep them outside the door by asking them a few questions. "Have you seen many apartments with ceramic floors throughout?", "Can you picture what 1400 square feet looks like?", "Can you imagine your 12th floor view of the city?" and finally "Are you ready to see your new apartment home?" Upon their positive answer of "Yes", unlock and swing open the door and say "Welcome home!"

 

Tip #3 - Don't announce the DAMN ROOMS, they know what they are. Immediately start pointing out the benefits of the features that you can customize specifically to them, based upon your phone call or meeting. "You told me you liked to entertain, so notice your entry guest closet." "On the same note, take notice of how open the layout is, you can have guests on the balcony, in the living room, in the dining room, at the bar and you will still be able to be part of the party while working in your kitchen."

 

Tip #4 - Know your floor plan facts. "I know you said you like to cook, so that typically means you have a nice collection of pots, pans and dishes. Notice, your kitchen has 18 cabinets, 4 utility drawers and 14 linear feet of countertop space." "Since you told me you work retail, I am assuming you might have a great wardrobe and collection of shoes. This specific floor plan offers at total of 1280 cubic square feet of closet space." (height, multiplied by depth, multiplied by width)

 

Tip #5 - Make them work for the reveal, don't do it for them, this gets them actively involved. "Open your glass sliding door, step onto your balcony and check out your view." "Open your refrigerator and see how many cool compartments there are for your eggs, meats, vegetables and dairy." "Step into your walk-in closet, stretch out your arms, notice you can touch the walls, this is a big closet." "Turn on your stove overhead exhaust fan, listen to how quiet it is."

 

Tip #6 - Remember, they are soon to be homeless, and you just showed them an apartment home that has been customized specifically for them. "Robert, picture your 60" TV on that wall while you watch the Super Bowl, it was built just for you." "Gretchen, picture your first cocktail party, with all of your tasty appetizers artfully displayed on the bar for all to admire." "Penny, picture all of your dollies lined up in the window sill, so they can watch the birds play in the trees while you are at school." "Jimmy, your pet lizard Fang, is going to love all of the sun that comes into your bedroom window."

 

THEY WILL RENT, ASSUME THE APPLICATION AND DEPOSIT. "Ok, let's get back to the leasing center and do the paperwork, so we can get these keys into your hands soon!"

 

Of course there are many other things involved in the dynamics of being a great Leasing Specialist, but one of your strongest tools, is your demonstration talent. Your company is potentially giving you a $12,000 tool annually (lost rent on model), use it wisely and with aggressive dedication. Likewise are the vacant units, each day is lost rent, yet if demonstrated well, the loss can be minimized.

 

So, consider yourself fired as a Tour Guide, and rehired as a "Demonstration Artist"! Let, the demonstrations begin and the commissions roll in!!!



The Fish Stinks From The Head Down

 

For those of you who know me well, you know "The Fish Stinks From The Head Down" was a saying taught to me by my mother referring to upper management ... or possibly sometimes my dad! None-the-less, it became a saying that has stuck with me and reared its fishy head many times throughout my career. I cannot tell you how many times I have watched employees from differing companies and industries give the, "They Just Don't Get It" look, when discussing topics regarding their supervisors.

In the beginning, I used to believe it was the employees, maybe the employees didn't understand there were budget constraints or specific company goals and procedures. Unfortunately, as time goes on, I am beginning to realize ... often times upper management doesn't get it, AND THAT STINKS!

While I happen to be a technology lover, it is becoming evident to me how easy it is for management to become disengaged with "Real Time Reality", due to the infinite availability of online information. It has become a prevalent behavior for upper management to sit in offices and review reports, analyze numbers and pontificate strategies without ever having step foot on site or solicited first hand comments from the employees they entrusted their beloved assets to.

I think back (way back) on my days as a Leasing Professional and I try to imagine how I would have felt about call centers booking my appointments. Personally, I loved building the relationship over the phone, and for the most part, couldn't wait to meet the person and put a face to the voice. I remember asking tons of questions regarding furniture, children names, pet names and even getting them to share some hobbies or interests. I copiously wrote the information onto the guest card and carefully reviewed it before they arrived, so I could greet them by name and customize their tour based upon the relationship I had built over the phone and the personal information I had gathered from them. If a call center was responsible, I wonder how engaged I would be?

I think back (again way back) on my days as a Leasing Direct and try to imagine how I would have felt about online market surveys. Personally, I always found it very exciting to visit the competition, meet the Leasing Professionals I was competing against and see the product first hand. Today, that opportunity has been greatly reduced, with almost no need to communicate with the competition, all due to online access of market surveys. I wonder how engaged I would be?

As I rose in the ranks and reached that middle and upper management plateau, I remember us all being road warriors, visiting assets every week, meeting with community employees, always in the thick of things and experiencing it first-hand. Today, be it a focus on reducing travel expenses or pure convenience, I witness executives in every industry across the nation, sitting behind their desks scanning computer reports, analyzing from afar exercising little to no communication with the asset teams other than via email. I have to wonder, how engaged could they possibly be.

I remember reading a book, Lincoln on Leadership by Donald T. Phillips, and his theory regarding Lincoln being so successful was predominantly based on the fact that Lincoln got out and met the people, saw the problems, became aware of what laid ahead ... he was actively engaged!

Executives, when was the last time you sat down and spoke with housekeeping, grounds, maintenance or leasing team members? Are you engaged? These are the people running the asset ... and "They Do Get It"!

So dig that top hat out of the archives and go shake some hands … it is time to RE-ENGAGE! Do you get it?

What Type Of Vendor Are You? Salesperson or Partner?

 

 

As a Vice President of Marketing I am bombarded on a weekly basis with existing vendor phone calls as well as phone calls by potential new vendors.  Everyone has something to sell and of course it is always better than the competitors.

As I tell my Leasing Specialists, "We are not selling anything that unique"!  All two bedroom apartments have two bedrooms, a kitchen, bathrooms, closets, wall-to-wall neutral carpet or tile, window blinds and ceiling fans.  What makes the apartment unique, is you as their professional specialist.

I think the same rule applies to vendors.  Though they do not want to admit to it, a guide is a guide, a painter is a painter, a .com is a .com, a laundry company is a laundry company, accounting software is accounting software, etc.  Sure, every company has its "Bling", be it granite counter tops, maintenance inventory program, reputation management module, automated reporting ... whatever, but in the words of my grandfather, "Same sh-crap (edited), different flies"!

I once read, "It is not who you are in business, it is how you are in business".  Wow, does this ring true to my business decisions!  I listen carefully to vendors, alert to egos that cloud, statistics written as commandments, sales approaches that feel like tongue depressors ... and when I recognize these traits, I turn and RUN LIKE HELL!!!

It is funny how the human mind works, when I watch commercials on television, I am always disappointed in the ones that directly bash their competitor.  In fact, if Pepsi bashes Coke, I go out and buy Coke.  If Tide bashes All, I go out and buy All.  Just as I tell my Leasing Specialists, "Never bash your competitor".  However, you may want to lead your client to ask good questions when considering your competitors product - "I totally understand why you would want to visit Mini-Manor, it is a lovely community.  Be sure to ask about their fitness center (you know it is small) and you may want to check to see if they have a car care center (you know they don't)".

I believe there are 4 types of vendors.

1. The Blind Vendor - this is the vendor who knows nothing about your business but has the perfect product for you.On a weekly basis I receive calls from internet surfing salespeople who have found my name and/or title.  They have construction equipment to sell me, they have office equipment to sell me, they have vacation programs to sell me, etc.  Typically, I interrupt with a "Remove me from your solicitation list please".  But the most frustrating are the ones who actually have something that might be of interest to me, but don't take the time to research my specific company (i.e. Tax Credit / Income Restricted, therefore wasting my time with a market rate sales approach)
2. The Evangelist Vendor - this is the vendor that identifies your ways of error and has the product to save your business.This one ticks me off the most, much like religious fanatics.  Weekly I receive emails or phone calls from SEO strategists who have apparently gone to our website, prayed over it and the SEO Gods have told them it needs to be saved.  Quickly they construct a not so lovely written or oral message in which they ever so humbly point out our SEO sins and attempt to set up a healing session.
3. The Rock Star Vendor - this vendor believes that they first and their product second are superior, and you are a complete idiot for even considering their competitor.They are #1 listen to all of their amazing personal accomplishments.  Their company is #1 ask anyone, everyone knows.  Their strategy is #1 that is why they have no competition.  Their product is #1 they have the statistics to prove it.  Blah, blah, blah.  In the infamous words of Heidi Klum, "One day you’re in, and the next day you are out"!
4. The Vendor Partner - this vendor wants to learn more about your product and needs - in order to analyze if their product may or may not support your business efforts.  Upon becoming a partner, they want the truth - how is their product working, what can they do better, etc.I love the cold call that starts out with, "My name is John and I work for a company that specializes in multi-family housing products and services.  I don't want to waste your time, we may or may not have something that could support your business goals ... but if you ever have time and could share with me more about you, your company, your goals and areas of needs - I would love to have the opportunity to learn more and see if we can assist".  OMG, sign me up, I will meet with this vendor all day long!!!

I love vendor partners; they become part of your "Family of Success".  While sometimes I may be forced to work with the Blind, the Evangelist or the Rock Star, I do not consider them part of my family, nor ever will.  And if given the opportunity, I will put their account up for adoption in a heartbeat.

I had the good fortune of contracting with a company a few years ago whose owner had a "Vendor Partner" mentality.  When his team shared with him that I had identified weaknesses in his product and services, he did not get defensive, he invited me to an all-expense paid trip to his corporate office to meet with him and his team to discuss the issues, which ultimately lead to him putting together a customer guiding committee of sorts.  Later, I had the misfortune of him selling the company to a less receptive owner.  I unveiled to my new salesperson (who is awesome) some of my continued concerns and she and her boss truly did their best to extinguish them.  Unfortunately, the new owner is a "Rock Star".  I received an email from him and in the subject line it read, "I would cancel too".  I feel bad for my salesperson, I would hire her in a split second, but I have no time for tantrums from the top.  If I am unable to express my concerns without someone going all "Lindsay Lohan" on me, forget it!

So vendors, take heed in your style of approach, it makes a difference in our decisions. 

 

Become part of our family, know Mondays suck and stay away, stop selling more and be thankful for what we have bought, respect us as professionals and stop with the unannounced visits, train us to use what we have to the ultimate capacity (and we will want more), reward us with your non-defensive ear, recognize your product is one of many - it is YOU we are contracting, not the product.

The question is:  Do we dread doing business with you, or are you considered one of the family members?

In other words, are you WANTED … DEAD or ALIVE?