Lots of smart replies! The 'nowhere to move up', 'salespersons don't always make good managers' and 'having to work weekends' and poor bonus/pay systems are all an issue. When you employ a great leasing consultant they are worth their weight in gold. Create a "Senior Leasing Consultant" position, train them as mentioned in other posts, pay them more. Finding and keeping superstar leasing associates has been an issue the entire 50 years I have been in this industry. It one of the greatest weaknesses in our industry.

All of the reasons mentioned above basically sum it all up. When I see the title "Leasing Professional", a question comes to mind. Are they paid, treated, offered advancement and growth opportunities that a Professional should? I think many Managers don't credit their Leasing Professionals for what they really bring to the table. They are the front line and often times the last line to turn those prospects into residents for their companies. Managers are given the "pat on the back" for a the properties success as a whole. How many times do our Leasing Professionals receive that? More importantly, do they get that from higher levels of Management? I think they should more often than it actually happens.

After almost 30 years in the industry, I have ALWAYS maintained and said: "A leasing professional is the front line, they are the FIRST impression a prospective tenant has when visiting your community. They are representing an owners multi-million dollar asset AND management companies reputation". They should be well trained and compensated to represent an asset when the financial impact and companies credibility are at stake. It's not just about leasing up an apartment community, it's also about giving your front line "first impression" representative the tools, training and the incentive to enable them to continue maximizing your asset's value and your company's reputation. ALSO, to help retain them in the position or your company where they excel at making your community and company succeed and stand out. I've personally experienced and been told some horror stories about a leasing professional being thrown into a position with a "sink or swim" mentality. Don't do that to your company or your owner! Involve them more in management information about decision making and financials. Plus, if your management team is lacking, take action to improve them, or remove them. Because this is certain death to a great leasing team. If a manager(s) feels threatened by the staff they oversee, they need to recognize that is absolutely the wrong attitude to have and they need to straighten up, step up their game or step aside. Each of us can learn from the other, even others under us. Feeling threatened or taking retaliatory action against their subordinates because of their ability to excel, succeed or out shine their co-worker is utter childishness and petty, and should never be tolerance in the work place. We are all on the same team.