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Putting our money where our mouth is – The 4 Star Challenge ⭐⭐⭐⭐

Putting our money where our mouth is – The 4 Star Challenge ⭐⭐⭐⭐

There are two critical keys to effective training: 1) Great content, and 2) High engagement. If either of these pieces are missing, then team members simply won’t embrace their training. Unfortunately, many people have been burned by boring training that causes pushback from the on-site teams, so we have decided to be BOLD! We are putting our money where our mouth is and guaranteeing that if your teams don’t rate our series at least 4 out of 5 stars over the course of one quarter, we will refund you every penny!

We bring in the top speakers in multifamily, not just from a content perspective, but who are also dynamic and motivating! And now, you don’t have to take our word for it. If we don’t meet your team’s expectations for quality training, then that first quarter is FREE!*  Take a look at the schedule and consider this: If your teams are guaranteed to LOVE this series, or it’s free, will it benefit your company to bring in the top trainers, speakers, and mentors in multifamily?

See the full Webinar Wednesdays Lineup HERE. Then, contact us to get more information on how the program works! 

We can't wait to see you!


Click here to see the terms and conditions of this program.

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Leveraging Training to Enhance Your Property’s Service and Bottom Line

I had the pleasure of joining the incredible Mindy Price on the Multifamily Leaders podcast!  I share a little of my story in multifamily, and then we delve into enhancing your company's training, specifically digging into the critical role of engagement.  No matter how good the lesson is, if team members are bored and barely holding on, then they will learn very little.  So we discuss a few of the  keys to ensuring training success!

 

 

In this episode, Brent Williams reflects on his beginning in the multifamily industry and how his experience as a resident led him ultimately to launch Multifamily Insiders. A resource for professionals to share ideas, best practices, and emerging trends, it now has over 300,000 unique visitors to its website every year. With his entrepreneurial background, Williams advises people not to fear failure.

Mindy and Williams next shift into discussing MFI’s Webinar Wednesdays series and the pandemic’s impact on the training sessions offered by speakers.

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Listening to Calls is the Secret Sauce for Leasing Agent Training

Properties pivoting in the time of COVID require nimble responses and openness to change. This pivot also provides a perfect opportunity to get back to basics when it comes to leasing agent training.    Last week, I had the pleasure of hosting a virtual chat with Katrina Greene, CAM, NALP Trainer, and Senior Regional Property Manager at Sheehan Property Management, about leasing agent training in a time of crisis, and why listening to leasing agent phone calls is an incredibly valuable coaching tool.    “During this time where everything feels uncontrollable, leasing agents seem more open to training,” she said. Katrina listens to calls to reinforce what’s working and identify opportunities for improvement — not only for the leasing agents, but also for the properties as a whole. She said it’s important to give your team permission to fail and permission to succeed while demonstrating ways to improve — not just telling them what to do.     Share Leasing Agent Calls to Benefit All   Listening to calls may feel invasive and certainly, if live, put a great deal of pressure on the leasing agent. With a variety of technologies available today, agents can record calls and submit them to their Property Manager for later review. Property Managers can review the calls using software that allows them to insert comments or break the call into segments within the conversation to make it easier to consume the feedback.   “I equate reviewing calls to something like judging figure skating, where there are two areas......
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Ask yourself this BEFORE responding to an angry customer!

Ask yourself this BEFORE responding to an angry customer!
As many of you know from 2005-2006 I was the customer care manager for a large regional property management company in California. My main role was to connect with residents who were not satisfied with their experience with us and try to make them satisfied again. In a year’s time I had about 3,000 contacts with residents over the phone, via email, feedback cards or letters. My friends thought I was crazy to take the job, seeing as I had to interact with angry residents all the time. And while there were a few times (okay, maybe more than a few) when I thought my friends were right and I was crazy, I have to tell you that dealing with residents wasn’t the only difficult part of the job! And sometimes it wasn’t even the most difficult part of the job! Allow me to explain. Once I finished speaking with a customer about their negative experience I then needed to contact the onsite team (typically the manager) to get their take on the situation and see if I could find a “win-win” solution to the problem. I found that many of the onsite teams were not receptive to finding “win-win” solutions, especially if they felt that their customers were wrong (or lying, or signed the document, or is gaming the system, etc.), so they would often say “NO” even after repeated attempts to get them to change their mind. Then I’d let the customers know that the managers wouldn’t change their minds, to which the customer......
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Multifamily, We Have a Scaling Problem

Introduction First off, we need to explain what ‘scaling operations’ means. Operations are ‘scalable’ if they can use a small increase in costs to generate a large increase in growth. Let’s break it down further. Currently, when a property management company (PMC) gets more properties, it has to invest in more staff. This added cost of hiring new employees cuts into profits. But, with scaled operations, that’s not the case. An employee will can create a system for how to do things and then scale it.   Imagine you have a property management company with 5 marketers managing 50 properties. Now, what will happen if they get 50 more properties? With the standard operating system, the company has to double the amount of marketers. But, in a scaled operating system, the company may only need to add one more marketer.     So, we learned that scaling operations reduces the amount of capital needed for growth. Without scaling operations you are missing out on a few buck on the bottom line. No big deal, right? Wrong.    Let's take a look at the problems that arise when you are not scaling operations.       Symptoms of an Unscaled PMC Property management companies know they have inefficiencies in their lead-to-lease process. We know agents don’t have the tools or resources to spend their time efficiently. Their lead follow-up is weak, systems are not consistent, and scalability is difficult to achieve. Jake Meador, director of content strategy at Rentping, echoes our thoughts stating, “…leasing efficiency improves by improving the overall marketing and leasing system.”    Clerical Work Fills the Day Everyone in bus......
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The Cost of Untrained Leasing Consultants

The Cost of Untrained Leasing Consultants
Most of us have published an ad looking for “experienced leasing consultants” and received an array of resumes that may have included a rookie or two. Sometimes, we try our luck with first-timers; maybe because something sparked our eye, or maybe we’re just desperately in need of new talent. Sometimes, we find people with experience, and sometimes an impressionable candidate finds their way onto the top of the pile, regardless of their experience in multifamily. I’ve had the pleasure of training diamonds-in-the-rough a few times, but more often than not, due to time constraints and manager obligations, consultants are thrown into the fire, head first, and told to take an online leasing class or wait until a company trainer comes in. So smile, answer the phone, and lease. The number of leasing consultants that are on the front line that lack proper training is surprising. This is often because companies either don’t accurately assess the legal and financial ramifications of untrained staff, or they have not allocated the time or resources necessary. I preach an old saying that multifamily vets know all too well, “It costs money to make the phone ring.” And how much does it cost? Usually quite a bit. Even with a minimal marketing budget, you’re ideally still allocating funds for “curb appeal” i.e. flags, banners, signage. With larger budgets, allocation for ILS services for lead generation, SEO, answering services, chat bot, websites, and tracking systems are standard. Not to mention the presence of any outreach marketing, resident and employee events......
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Anatomy of a Maintenance Training Program – Developing Maintenance Talent From Within

One of my favorite sessions of this year’s Apartmentalize Conference delved into one of the industry’s hottest topics – how to find great maintenance talent.  In that session, David Creek, Director Of Maintenance at Hayes Gibson Property Services, dug into not just finding talent, but also how to build up the talent you have.  Fortunately, David took some time with me to really delve into their approach and plan on tackling that issue! If I’m going to promote you, you are going to have to have the skills to train your replacement – David Creek   Creating “Maintenance Masters”, a Maintenance Training Program In creating their maintenance training program, David and his team first wanted to understand two things:  1) They wanted to understand what type of skill gaps their team members were struggling with, and 2) They wanted to identify those already on their teams who excelled in different areas of apartment maintenance.  Those advanced team members would then be the first to help train future “generations” of maintenance team members.  Therefore, it wasn’t focused completely on a top-down training approach, but rather peer to peer training, leveraging existing knowledge and skills of their team members.  In that same vein, David noted this approach, where maintenance team members were trained by their peers, was actually preferred by maintenance learners, rather than being trained by upper management. To start the program off, they decided that electrical was the first key area to be addressed, as it overlapped with several other key areas of maintenanc......
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Leadership Tip: Give Up the Addiction to Control

Leadership Tip: Give Up the Addiction to Control
Steve Jobs is famously quoted as saying, "It doesn't make sense to hire smart people and then tell them what to do; We hire smart people so they can tell us what to do." It makes so much sense right? So, why don’t leaders follow this advice? Why do leaders micro-manage? Why do leaders hire smart people then immediately force them into a box and tell them what to do, how to do it, and when to do it ... and then get mad when those people don't "think outside of the box??”    Something is wrong in today’s work environment. Gallup surveys indicate that 70% of employees are disengaged. In other words, they don’t care! Did you know that 70% of employees that voluntarily leave their jobs do so because of their boss? If you’ve attended any one of my leadership seminars you’ve heard me emphasize these numbers over and over again; but it’s so crucial that you understand what is happening today. Employees are done. They’re over it. And we see the fruit of this all around-and it’s not good fruit!   In the first paragraph I asked the question, “Why do leaders micro-manage people?” Or to paraphrase Steve Jobs’ quote, “Why do we hire smart people and then tell them what to do?” I think this is tied in to our addiction to controlling the world around us. Yep, I said addiction. People are addicted to control.    Want proof? Just state a strong opinion on any topic of the day on social media ......
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Three Questions to Add to Your "Selling Conversations"

Three Questions to Add to Your "Selling Conversations"
Just the other day I found a Yellow Pages book placed at my front door. I didn’t even know people made the Yellow Pages anymore, in this age of the Internet, quite frankly! So I picked up the Yellow Pages and placed it in the trash, since I’m not going to use it. That made me think back to when receiving the Yellow Pages was a BIG deal in our home. After all if we wanted to find out which great restaurants were around our house, or where there was a vacuum repair shop, or a travel agent, band instruments, etc. that is where we turned to. Then I’d make a phone call (or my parents would) to whatever business and see if we wanted to buy what they were selling. Today, the world has changed, hasn’t it? All I need to do now is pick up my smartphone and I can find out almost anything about anyone I am contemplating doing business with. So can you. So can your prospects. In fact it’s believed that customers go on about 70% of the buying journey on their own (source Rentping.com/Vidyard.com) before contacting businesses. In other words, by the time your prospects have emailed, called or come in to visit, there is a good possibility that they’ve done a lot of research on your community already. What does this mean for you? I highly recommend that whenever you’re speaking with prospects on the phone or meeting with them in person that before you get into your information gathering process that ......
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Avoiding the Training Trip Hazard, “Call If You Have Any Questions”

Appointment“Call if you have any questions,” is often the closing comment for an onboarding, orientation or training event. This short phrase, six little words could be the first step to failure for a newly hired or recently promoted individual.As the supervisor, the team leader, it appears that we are always available;”just call,” “call anytime, day or night,” “I always have my phone with me.” Time goes by, critical deadlines are missed or errors continue in work product. As the time leader is faced with correcting mistakes and missed deadlines the question hangs in the air, “Why don’t they call?” If we consider the psychology in this situation, we create an environment where our new employee must ask for help.  Essentially, they are admitting a frustration or a failure.  We have created a win lose proposition.  You are losing.  Call me, and I will give you the information to secure a win.  As leaders if we anticipate deadlines and scheduled completion dates, offering help and assistance we build confidence. The key is in the question asking yes and no questions, will not provide much information.  “Is everything ok?”“Do you need any help?” What To Ask A new employee might not know what help to request. They could become concerned that asking questions or requesting assistance indicates they are struggling with the new responsibility. Asking specific questions of a new employee, What project were you working on today? Was any of it confusing for you? Can we provide some additional background or supporting information that would give you a broader understandi......
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