This is a typical issue for most management companies and regional managers. We all tend to get spread so thin we are like ghosts! Everything mentioned here is great and effective - especially love the FaceTime thumbs up by the on site manager. I am not a huge fan of checklists for tenured teams that know what to do as it then becomes perfunctory.
VP of Marketing & Training roles have the very same problem. I ended up tapping a few of the best in the area to be "regional.......", call them what you want. We used Regional Marketing Facilitator and their job was to look at each of the sites from a customer's point of view. They would visit quarterly, at first on schedule but would also pop in at any time. This could be a current leasing professional who keeps that position & at the same time fills this role a few days a month. It becomes a fine line for that role to visit another manager's property. So the quarterly visit would be a thorough review, discussion, plan with regard to the property appearance, marketing, retention, leasing activities and the submarket. If the laundry room was filthy the report would say "laundry room needs urgent attention" or when inspecting the market readies it would be done alone with detailed notes for the people who needed to correct it. It's all to the benefit and success of the property and the team and it's conveyed that way at all times - not a means to bust a manager but to assist in success.
Feel free to contact me directly if you want more info! jumpstarttracey!gmail.com
But start with those random FaceTime calls!
