well, we're one step closer. i'm one step closer to being able to reveal **censored**. it might be revealed a bit sooner than jun 1...maybe a bit later. but the powers that be at the company have now been told, and things are rolling.
i am stressing out about the end of june. professionally, this is what my month looks like. for those of you who have done licensing exams, you'll probably feel my pain:
jun 10-11: contractor's license exam prep course
jun 22: contractor's license exam
jun 24-25: real estate exam prep course
jun 26: real estate license exam
at least i will know how i did on the contractor's exam immediately after it is completed, which means that i won't have to even think about it while i'm cramming for my next exam. the real estate exam is not computer based, so i won't know the results of that for a week or two.
this at least brings me one step closer. well, this and moving my dentist appointment from jun 21 to jul 5. there's only so much a girl can handle in a week's time!
Tuesday, May 23, 2006
Friday, May 19, 2006
getting the word out
one of the challenges of building a property management business is marketing. it's not a globally-needed product (like toilet paper or food), so mass media blitzes don't really work. it's also a necessity for many property owners that they don't know anything about. so you've bought a condo for rental property. how do you know which property management company isn't going to screw you over? how do you find them? of course, there's always the internet or the phone book, but really, for both parties, the best method is word of mouth.
which is why we don't advertise. we just ask if you are happy with the way that we do things, that you recommend us to others. it's basically aiming for the believers
I devoured a quick-read book yesterday called "the service path". one of the co-authors, rebecca harrison, suggests asking your most loyal customers for referrals by asking "Who do you know who'd be interested in our service/products? AND What else can we do to support your professional growth? We know a relationship works best with it's a two way street and we appreciate your support." the "and" part is usually left out according to her, but this is the key to asking for referrals - verbalizing the personal benefit to referring us.
which is why we don't advertise. we just ask if you are happy with the way that we do things, that you recommend us to others. it's basically aiming for the believers
I devoured a quick-read book yesterday called "the service path". one of the co-authors, rebecca harrison, suggests asking your most loyal customers for referrals by asking "Who do you know who'd be interested in our service/products? AND What else can we do to support your professional growth? We know a relationship works best with it's a two way street and we appreciate your support." the "and" part is usually left out according to her, but this is the key to asking for referrals - verbalizing the personal benefit to referring us.
Thursday, May 18, 2006
getting to customer-centered culture
in my opinion, one of the largest problems in property management as a whole is their customer service.
1. because of fair housing, we have to treat everyone the same way. so, instead of forcing a company to aspire to treat everyone with the highest level of service, the company treats everyone the same crappy way.
2. perhaps it's because residents are on a lease. they're forced to stay in their apartment for the period of time they're signed up for, so it's worth it to be nice to them to get them in the door, but after that... (does anyone ever consider how much money is saved when the apartment isn't turned over every six months to a year?) and companies don't even think about making residents' leaving experience a pleasure! truthfully, residents that move out of an apartment might be willing to move to another property depending on their reason for leaving. even if they don't, residents do get the chance to recommend management companies to their friends. why not work to make yourself top of that recommendation list? (and no - offering rent credits for referring a friend is not enough! you have to make their experience such that they rave about your company to their friends and family.)
3. the front line people seem to not realize that it's *their* actions that make or break the resident's experiences. employees are having a bad day or are busy, so they snap at residents or do their best to get that one out the door so they can focus on the next one. instead they should take their time and making the resident feel like they care. even if there's nothing you can do immediately or personally, a few extra moments of your time really matters!
property management companies really need to start paying attention to the other hospitality industries - especially the ones that are doing their job well. the first one that comes to mind is the ritz carlton. "ladies and gentlemen serving ladies and gentlemen." i think that says it all.
customer service is an art - one that everyone should strive to master. whether you're in accounting, maintenance, management, or on the front lines as an on-site, you deal with residents, customers, vendors and owners. you form the company's reputation with every word and action. it's all about creating a reputation legendary of legendary customer service.
how do you start? here are 10 tips to develop the art of customer service from guy kawasaki's blog.
1. because of fair housing, we have to treat everyone the same way. so, instead of forcing a company to aspire to treat everyone with the highest level of service, the company treats everyone the same crappy way.
2. perhaps it's because residents are on a lease. they're forced to stay in their apartment for the period of time they're signed up for, so it's worth it to be nice to them to get them in the door, but after that... (does anyone ever consider how much money is saved when the apartment isn't turned over every six months to a year?) and companies don't even think about making residents' leaving experience a pleasure! truthfully, residents that move out of an apartment might be willing to move to another property depending on their reason for leaving. even if they don't, residents do get the chance to recommend management companies to their friends. why not work to make yourself top of that recommendation list? (and no - offering rent credits for referring a friend is not enough! you have to make their experience such that they rave about your company to their friends and family.)
3. the front line people seem to not realize that it's *their* actions that make or break the resident's experiences. employees are having a bad day or are busy, so they snap at residents or do their best to get that one out the door so they can focus on the next one. instead they should take their time and making the resident feel like they care. even if there's nothing you can do immediately or personally, a few extra moments of your time really matters!
property management companies really need to start paying attention to the other hospitality industries - especially the ones that are doing their job well. the first one that comes to mind is the ritz carlton. "ladies and gentlemen serving ladies and gentlemen." i think that says it all.
customer service is an art - one that everyone should strive to master. whether you're in accounting, maintenance, management, or on the front lines as an on-site, you deal with residents, customers, vendors and owners. you form the company's reputation with every word and action. it's all about creating a reputation legendary of legendary customer service.
how do you start? here are 10 tips to develop the art of customer service from guy kawasaki's blog.
Wednesday, May 17, 2006
telling someone they didn't get the job
i'm guilty of this. part of it is that i don't like confrontation, part that i'm a new manager. the other part is that i barely have time to do the interviewing and training for the person i hired, much less dealing with the ones that i didn't.
but enough excuses. this is something i definitely need to work on.
the open loops blog had an interesting post about what not to do during the interview process:
http://hwebbjr.typepad.com/openloops/2006/05/how_to_tell_som.html
and it definitely applies to more than just the school system.
but enough excuses. this is something i definitely need to work on.
the open loops blog had an interesting post about what not to do during the interview process:
http://hwebbjr.typepad.com/openloops/2006/05/how_to_tell_som.html
and it definitely applies to more than just the school system.
report from the sdcaa expo 2006
those of you who know me know my business(es) - web design, creative memories, and, primarily, residential proprerty management. one of the organizations i'm involved in is the san diego county apartment association (sdcaa). yesterday was their annual expo - a trade show for the vendors with seminars for those attending. highlights:
---
jp maroney http://www.jpmaroney.com
the e-max factor: the revolutionary system for unleashing employee performance, productivity and profits.
10 things to know about people:
1. people instinctively resist change
2. one negative person pulls 5 positive people down, but 5 positive people cannot bring 1 negative person up
3. whever you want people to think and feel, you must think and feel first
4. a person's past will help you predict their future (think about that during your next interview!)
5. what people do, not what they say, tells you the kind of person they are
6. when people come together for a common cause (good/bad), it is usually achieved
7. people support what they help create
8. people organized around a common mission/purpose become an unstoppable force
9. people want to be a part of an organization that is moving forward, achieving goals, and pursuing worthwhile causes
10. people only do things to satisfy their own motives
It's a slight edge that gives you the advantage. The willingness, initiative, and passion to do at least a little more than what others are willing to do.
people pyramid:
top 3% - winners: want to win, are little children in older bodies, write a lot/are listmakers, seek problems, ask questions that their afraid of, dream a lot, predict the future
10% - acheivers: make good managers, will work with support, don't want to do their own thing, solve problems, put out fires, think a lot, hope for the future
60% - make it through'ers: just want to make it through the date/week/life, live for breaks, retirement, vacation, want a check for their attendance, hide from problems, think they think, can't wait for the future -- these people are usually just misguided and undeveloped. society conditions them to be mediocre and it's the manager's job to recondition them to excel
bottom 27% - takers: want something for nothing, flight against rather than for, these are the people that you need to get rid of from both the workplace and your life, cause problems, would rather die than think, want without working
3 big questions:
Once you know how people act, think, live, how do you attract the best ones?
Once you know how to attract them, how do you keep them?
Once you know how to keep them, how do you maximize their performance and productivity?
3 keys to leveraging your organization's human capital
motivation: the factors that drive performance
opportunity: secrets to creating emotional equity (let them try new things and do what they enjoy)
tools: systems, processes and training
when employees have these 3, they treat the company as their own. they have to have a concept of what "winning" is, of what they're working toward, and you can't improve something or know when you get there unless you can measure it.
12 ways to unleash employee performance, productivity and profit potential:
opportunity to participate in the improvement process
opportunity to do what they do best and enjoy most
opportunity to fail in a safe environment - risk free
motivation through high level of satisfaction
motivation through appreciation
motivation through inspiration
motivation through compensation
tools: information systems
tools: procedures and operational systems
tools: productivity enhancing technology
tools: learning and development tools
---
luncheon speaker - dan thurman "off balance on purpose"
it's not about doing big things, it's about doing little things that add up
it's ok to put things down at the end of the day, because after resting and recharging you can and will pick it up again tomorrow (that whole life/work balance thing...)
don't strive to be balanced - strive to be off-balance. it's only then that you can move forward quickly
when handling lots of things (multi-tasking), you really aren't doing a bunch of things at once. you're focusing on a lot of things quickly. to do this well, you have to learn to be able to switch your focus completely and quickly.
if the ball's in your hand - throw it!
mentoring begins with establishing a foundation and commonalities, then synchronizing your actions so that you both are heading in the same direction.
if you think what you're doing is hard, try something more difficult - the original thing won't seem so bad when you go back to it. (challenge yourself continually!!)
look up. by looking up, you can see a pattern and a rhythm and how everything interacts.
---
mike paton http://www.signatureworldwide.com
creating a resident-centered sales culture
what is it?
corporate culture: employee attitudes and behaviors linked to key business outcomes (productivity, retention, customer loyalty, profitability)
selling: helping people buy (each call is an indication that there is a need for a solution; we are here to help the caller make an educated buying decision)
legendary experience: value = delivery / expectations (scale of 1 -10, less than 1 is bad, more than 1 is good)
resident-centered sales culture - every employee is dedicated to:
-creating legendary experiences
-focusing on resident needs
-helping people buy
service culture is now the same as a sales culture
in a culture-changing program -
-the entire team changes attitudes and behaviors
-"i believe in this mission and own the result we get"
-managers get new tools - not directives - that help them mandate excellence
-everyone - communities and employees - gets better
-creates a lasting change in performance and results
find out what your culture is:
ask associates and listen
talk to prospects and residents
measure performance
-conversion rates
-renewal rates
-resident surveys
-mystery shops
do you:
create legendary experiences
know your community
know your area
know your residents
use the above to help you help residents buy and renew
do the above every time
mystery shopping: items to look at (helps to record call or have personal experience)
-appropriate greeting
-ask/use name
-get to know caller beyond price/size of apartment
-promote community
-ask for appointment
-say thank you
if you don't have to use basic selling, are you charging enough for your communities?
how do i build it?
define it properly (sales = service) - don't project your own fear of being sold onto others)
help your team do great work everyday
-teach them "how to wow"
--measure performance - measure the things your training on to prevent it from being a negative; it's feedback on the training effectiveness
--regularly train and coach
--recognize and reward success
-demand and encourage excellence
Simple magic formula:
connect with the prospect
-smile
-answer in 3 rings
-use an upbeat tone
-ask and use prospect's name
deliver value
-describe your community
-build value before giving rate/price
discover needs and wants
-get to know the caller (where do you live now? what are you looking for? single most important thing?)
-listen carefully
legendary close
-ask for an appointment
-say thank you
jp maroney http://www.jpmaroney.com
the e-max factor: the revolutionary system for unleashing employee performance, productivity and profits.
10 things to know about people:
1. people instinctively resist change
2. one negative person pulls 5 positive people down, but 5 positive people cannot bring 1 negative person up
3. whever you want people to think and feel, you must think and feel first
4. a person's past will help you predict their future (think about that during your next interview!)
5. what people do, not what they say, tells you the kind of person they are
6. when people come together for a common cause (good/bad), it is usually achieved
7. people support what they help create
8. people organized around a common mission/purpose become an unstoppable force
9. people want to be a part of an organization that is moving forward, achieving goals, and pursuing worthwhile causes
10. people only do things to satisfy their own motives
It's a slight edge that gives you the advantage. The willingness, initiative, and passion to do at least a little more than what others are willing to do.
people pyramid:
top 3% - winners: want to win, are little children in older bodies, write a lot/are listmakers, seek problems, ask questions that their afraid of, dream a lot, predict the future
10% - acheivers: make good managers, will work with support, don't want to do their own thing, solve problems, put out fires, think a lot, hope for the future
60% - make it through'ers: just want to make it through the date/week/life, live for breaks, retirement, vacation, want a check for their attendance, hide from problems, think they think, can't wait for the future -- these people are usually just misguided and undeveloped. society conditions them to be mediocre and it's the manager's job to recondition them to excel
bottom 27% - takers: want something for nothing, flight against rather than for, these are the people that you need to get rid of from both the workplace and your life, cause problems, would rather die than think, want without working
3 big questions:
Once you know how people act, think, live, how do you attract the best ones?
Once you know how to attract them, how do you keep them?
Once you know how to keep them, how do you maximize their performance and productivity?
3 keys to leveraging your organization's human capital
motivation: the factors that drive performance
opportunity: secrets to creating emotional equity (let them try new things and do what they enjoy)
tools: systems, processes and training
when employees have these 3, they treat the company as their own. they have to have a concept of what "winning" is, of what they're working toward, and you can't improve something or know when you get there unless you can measure it.
12 ways to unleash employee performance, productivity and profit potential:
opportunity to participate in the improvement process
opportunity to do what they do best and enjoy most
opportunity to fail in a safe environment - risk free
motivation through high level of satisfaction
motivation through appreciation
motivation through inspiration
motivation through compensation
tools: information systems
tools: procedures and operational systems
tools: productivity enhancing technology
tools: learning and development tools
luncheon speaker - dan thurman "off balance on purpose"
it's not about doing big things, it's about doing little things that add up
it's ok to put things down at the end of the day, because after resting and recharging you can and will pick it up again tomorrow (that whole life/work balance thing...)
don't strive to be balanced - strive to be off-balance. it's only then that you can move forward quickly
when handling lots of things (multi-tasking), you really aren't doing a bunch of things at once. you're focusing on a lot of things quickly. to do this well, you have to learn to be able to switch your focus completely and quickly.
if the ball's in your hand - throw it!
mentoring begins with establishing a foundation and commonalities, then synchronizing your actions so that you both are heading in the same direction.
if you think what you're doing is hard, try something more difficult - the original thing won't seem so bad when you go back to it. (challenge yourself continually!!)
look up. by looking up, you can see a pattern and a rhythm and how everything interacts.
mike paton http://www.signatureworldwide.com
creating a resident-centered sales culture
what is it?
corporate culture: employee attitudes and behaviors linked to key business outcomes (productivity, retention, customer loyalty, profitability)
selling: helping people buy (each call is an indication that there is a need for a solution; we are here to help the caller make an educated buying decision)
legendary experience: value = delivery / expectations (scale of 1 -10, less than 1 is bad, more than 1 is good)
resident-centered sales culture - every employee is dedicated to:
-creating legendary experiences
-focusing on resident needs
-helping people buy
service culture is now the same as a sales culture
in a culture-changing program -
-the entire team changes attitudes and behaviors
-"i believe in this mission and own the result we get"
-managers get new tools - not directives - that help them mandate excellence
-everyone - communities and employees - gets better
-creates a lasting change in performance and results
find out what your culture is:
ask associates and listen
talk to prospects and residents
measure performance
-conversion rates
-renewal rates
-resident surveys
-mystery shops
do you:
create legendary experiences
know your community
know your area
know your residents
use the above to help you help residents buy and renew
do the above every time
mystery shopping: items to look at (helps to record call or have personal experience)
-appropriate greeting
-ask/use name
-get to know caller beyond price/size of apartment
-promote community
-ask for appointment
-say thank you
if you don't have to use basic selling, are you charging enough for your communities?
how do i build it?
define it properly (sales = service) - don't project your own fear of being sold onto others)
help your team do great work everyday
-teach them "how to wow"
--measure performance - measure the things your training on to prevent it from being a negative; it's feedback on the training effectiveness
--regularly train and coach
--recognize and reward success
-demand and encourage excellence
Simple magic formula:
connect with the prospect
-smile
-answer in 3 rings
-use an upbeat tone
-ask and use prospect's name
deliver value
-describe your community
-build value before giving rate/price
discover needs and wants
-get to know the caller (where do you live now? what are you looking for? single most important thing?)
-listen carefully
legendary close
-ask for an appointment
-say thank you
first and foremost...
/why venture 3.0?
it brings to mind (ad)venture, travel, danger, excitement! and also uncertainty, risk - all those things that business encompasses for those of us who are risk-takers, dreamers, and thrill-seekers.
it's version 3 - of many things. blogs, businesses, life (i'll be 30 this year. decade 3.0.), geekdom (i'm the 3rd computer geek in a long line of computer geeks. geek 3.0).
it has something to do with an item that is still **censored** until june.
i'll be giving ideas from my current and prior experiences starting and running small business - best practices that i've heard and found; tips, tricks, hints; organizational ideas; things from classes and seminars that ring true...
are you ready to begin this (ad)venture with me?
it brings to mind (ad)venture, travel, danger, excitement! and also uncertainty, risk - all those things that business encompasses for those of us who are risk-takers, dreamers, and thrill-seekers.
it's version 3 - of many things. blogs, businesses, life (i'll be 30 this year. decade 3.0.), geekdom (i'm the 3rd computer geek in a long line of computer geeks. geek 3.0).
it has something to do with an item that is still **censored** until june.
i'll be giving ideas from my current and prior experiences starting and running small business - best practices that i've heard and found; tips, tricks, hints; organizational ideas; things from classes and seminars that ring true...
are you ready to begin this (ad)venture with me?
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