23

When I started in the apartment industry I wasthrilled. I loved leasing apartments and I soon want-

ed more responsibility. I quickly became familiar withcareer ladder, rung by rung, and the positions available forme to aspire to. I gobbled up all the education that I wasoffered through our company and went to every privateseminar they would send me to, so I always felt wellequipped to perform the duties that I was responsible for.What they never taught me were the basic skills thatwould not only have made me even more successful at thebottom of the ladder, but would have helped to ensure mysuccess as I progressed to the next level. What I reallyneeded to know was how to step up the ladder, when thetime was right for it, and be a great Manager, and then aMulti-Site Manager, then a Marketing Director, TrainingDirector or for that matter move successfully into any posi-tion that opened up to me in my career future. To be greatin any position requires the same set of basic skills.Unfortunately no one was providing that training oradvice when I needed it most; so for those of you in thesame place I was, or for those of you that want to put yourfoot on the next rung of the career ladder - no matter whatposition you're after - this series of articles is for you!

There are ten core competencies that constitute theessence of good management. This series is not an attemptto cover the theoretical side of management, nor am Igoing to cover financial matters (though obviously anymanagement role will require a strong foundation inaccounting, statistics, and the accumulation and interpre-tation of computer-based data).

What this series will cover is a review of key manage-ment functions, a summary of what a manager shouldknow, and affordable and readily-available resources thatyou can turn to for additional information and training,including a list of some of the best books and online learn-ing opportunities available to apartment professionals atany stage of their career.

UNDERSTANDING THE MANAGEMENT PROCESS

Management is the process of working through individu-als and teams to accomplish company and communityobjectives. A great manager works through people. To dothis effectively requires the ability to communicate, moti-vate, and lead. The higher one climbs up the managementladder, the more important her or his immediate teambecomes. Evaluating results is also a key managementfunction.

Not all great managers have academic degrees. Manywork their way into key roles through experience and self-learning.

The ten core competencies (techniques) presented inthis series of articles, should be considered the ten stepson the ladder to successful management, no matter how itmay be defined. Once learned, practiced and mastered,they spell success and advancement.

LEASING LYNDA ADVENTURE 101: PLANNING AND GOAL-SETTING

Managers are people who are charged with driving and pri-oritizing the tasks that are required in order to reach a spe-cific goal. This requires almost constant review (and occa-sional revision) of what needs to be accomplished.Successful managers are always planning. It is a conceptu-al process that goes with being a manager.

Planning is the thinking that precedes the doing. Greatmanagers know that they must establish organizationalgoals, set objectives and prepare specific plans and sched-ules to ensure that all goals and objectives are reached. Asmanagers it is our position to:

1. Interpret the goals and objectives that have beenpassed down from supervisors and owners.

2. Gather the thoughts and ideas from the team whowill be directly involved, as well as, our own thoughtsand ideas.

Climbing theCareer Ladder

EPISODE9

24

3. Formulate and devise a plan to accomplish thoseprocedures that will ultimately lead to achieving goalsand objectives.

4. Examine the alternatives at hand and select theactivities and programs that will lead to the desiredresults.

5. Establish timetables and completion targets inkeeping with priorities.

6. Determine standards of performance and howresults will be measured.

7. Identify the resources necessary for accomplishment: people, time, financial, and other resources and theiravailability.

Although managers must concentrate their planningon the overall performance of their area of responsibilitywhether it's a community, a portfolio of communities orevery community the company is involved with, theymust also initiate, define, plan, implement, and evaluategoals (within the larger framework) in order to reach theirgoals. To be an excellent manager, you must be able tosuccessfully direct a number of critical projects simulta-neously. For example if you're an On-Site Manager youmay need to be focused on assisting your team in reduc-ing resident turnover by 9% this year, increasing occu-pancy 7% on an annual basis, increasing income by 11%and you might also be in the middle of some capitalimprovements for the community. This requires severaldifferent plans and involves keeping the members of yourteam focused on their respective tasks, on track and ontime as appropriate, and ever in mind of the goal.

GOALS, GOALS, AND MORE GOALS!

Successful managers are goal-oriented. They set goalswith their teams and also have their own personal objec-tives. Goal setting and goal-reaching is an integral part ofa successful manager's management style.

Goal-oriented people recognize that self-motivationcomes from establishing reachable goals. Successful peo-ple do not wait around for others to motivate them. If oth-ers do not provide motivating goals, they provide theirown. They have learned that there is a satisfying fulfill-ment when a meaningful goal is reached. They believe insetting daily goals because they feel better at the end of

I wouldn't be where I am today

without the support of my employees.

We're going to win this race!

25

the day. They have weekly goals because reaching themestablishes that progress has occurred. And althoughthey may not talk about them, these individuals usuallyhave long-term or life goals that give them a sense ofmission. Goal-oriented people have little patience forthose who do not set goals or respond to goals createdby superiors. Because of this, these managers recognizethe value of the "team" approach to productivity - theyunderstand that forming a team instead of a "workgroup" pulls all employees together to reach a commongoal. Successful managers recognize the importance ofinvolving people at an individual level in workingtoward the goals of the team.

PERSONAL GOALS

Successful managers are not only skillful in setting"team goals" with employees; they are successful insetting goals for themselves. They more than likely setthree types of goals: Career Goals that will create acareer path that conforms to their own desires, values,and comfort zones; Lifestyle Goals that will eventuallygive them the kind of leisure and/or family life theyseek; and Life Goals that combine "wishes" for boththeir working and retirement years.

COMPANY AND COMMUNITY GOALS

All companies and communities have establishedgoals that were more than likely conceived by thecommunity or company owner(s). Once these goalshave been established, the outcome is often thatteams increasingly learn to set their own goalsthrough meetings where everyone is involved in theprocess of setting time limits for achieving the objec-tives and goals, determining the rewards for success,and suggesting how their efforts can fit into the long-range strategy of their community or company. Inother words, through the dynamics of the teamprocess, they undertake assignments and tasks tomake their team a winner. In doing this, they providetheir own motivation to establish and reach objectivesand goals.

It won't take long for a manager to determine whether ornot he or she is a good planner. Managers who stayinvolved in the execution of their plans will become morefamiliar with the success factors that are critical to theircommunity's or company's success. Chances are excellentthat these managers will be able to devise even more suc-cessful plans in the future, based upon well-determined prior-ities. If however, a manager finds it difficult to become andstay involved, or has trouble viewing a plan conceptually, itwill be more difficult to do an outstanding job.

Planning means understanding conceptually what isrequired to successfully reach a goal or target, based uponquality, time, and cost. Here are a few planning steps thata manager should be confident that they could accomplishwithin their area of responsibility:

1. Establish the objective.

2. Devise the strategy for achieving the objective.

3. Break the objective down into steps.

4. Determine the performance needs for each step.

5. Determine how much time is required to complete each step.

6. Determine the sequence for completing the steps andaggregate this information into a schedule to reach theobjective.

7. Determine the cost of each step and determine if it fitsinto the current budget.

8. Design your team's organizational structure, includingeach person's degree of accountability (create a "chain of command"), duties, and responsibilities.

9. Determine what training, if any, is required for team members to reach the objective.

10. Develop any additional policies and procedures that maybe necessary to reach the objective.

PLANNING IS AN ATTITUDE

26

JUDGE FOR YOURSELF

Would you like to learn more about how to set andmanage goals?

Is having a goal your best way to stay motivated?

Are you flexible to revise your goals when, due to circum-stances beyond your control, they become unreachable?

Are you a competitive person?

Do you know how to involve your employees in goal setting?

Do you agree that setting goals is almost the only way toachieve self-motivation?

Are you satisfied with your career, lifestyle, and life goals?

Only you have the answer!

Should you feel that you could use more training in plan-ning objectives and establishing goals, here are severalresources available to you:

BOOKS

From Management Goal-Setting to Organizational Resultsby Keith Curtis; hardcover - 224 pages (August 30, 1994);Greenwood Publishing Group; ISBN: 089930902X

This book shows how managers in any organizationalsetting can improve their own and their teams' resultsthrough a unique, step-by-step approach to setting goalsand then-most importantly-by putting them into action.Curtis lays bare the linkages between organizational cul-ture, philosophy, ethics, and the management of informa-tion and change. He shows how they contribute to goalsetting and achievement. Throughout this book, Curtisargues that deciding "what to do" may be an essentialcomponent of goal setting, but the real challenge is in "get-ting things done," and it is here that so many goal-settingsystems fail.

High Impact Tools and Activities for Strategic Planning:Creative Techniques for Facilitating Your Organization'sPlanning Process by Rod Napier, Patrick Sanaghan, ClintSidle, Patrick Saraghan; hardcover ring bound edition(February 1998); McGraw-Hill; ISBN: 0079137261

This is not just another book on the theory of strategicplanning, here are dozens of recipes for creative groupactivities to facilitate strategic planning in any organiza-tion. Designed for use by consultants, facilitators, andmanagement team leaders, step-by-step instructions guideyou through exercises for gaining employee and manage-ment participation, gathering feedback from managementabout the current state of the organization, creating anorganized mission, vision and values statement, and plan-ning so that the vision becomes reality. Ready-to-use repro-ducible materials and handouts are also included.

Both Titles are Available Through Amazon.com

RESOURCES ON THE WEB

The following web sites are free, and offer excellent infor-mation and online training:

http://www.idynamics.com/goal/

http://www.topachievement.com/

http://www.mindtools.com/page6.html

SOFTWARE YOU CAN PURCHASE OR USE FOR 30 DAYS FREE

http://www.motivatorpro.com/

http://www.goalsetting.com/

VIDEOS

http://www.rctm.com/ Look for: Gung Ho! - Training VideoBased on the best-selling book Gung Ho! by Ken Blanchardand Sheldon Bowles,

http://www.www-brainware.com/Motivation.htm look for:How to Set and Really Achieve Your Goals

AUDIO CASSETTE TAPES

http://www.win-winresourcecenter.com/goal-settingdenis-waitley.html look for: The New Dynamics of Goal Settingby Denis Waitley

27

Coaching & Counseling for Success10

A Manager who wishes to influence, direct, teach, andmotivate team members needs to develop two essentialskills: counseling and coaching. Anytime a team membercomes to you with a personal problem that is having anegative impact on his or her productivity, counseling is inorder. Whenever a Manager needs to teach a team membera new skill, restore motivation, or help the individualestablish goals, coaching is the tool to use. You may bewondering how you can determine whether or not you'rea good coach or if you need improvement in counseling.Ask yourself these questions:

1. Do you feel comfortable with your counseling andcoaching style?

2. Are you an excellent listener?

3. Do you put thought into selecting the right location,time, and approach to conduct counseling and coaching?

4. Do you know when counseling or coaching are needed?

5. Do you know the difference between counseling andcoaching?

WHAT IS COACHING?

Coaching is a direct process that's applied by a Managerto train and orient a team member. The intent is to helpthe team member understand what is needed from themand expected of them in their current position; and tohelp the team member obtain the skills and informationthat is needed to optimize performance.

WHAT IS COUNSELING?

Counseling is a supportive process whereby a Managerassists a team member in defining and working throughpersonal problems that affect their performance on thejob. Counseling takes place when a team member comesto you with a situation or when you notice a problem. Ipersonally have found that when a Manager masters theskills needed to be a good counselor, the whole team per-forms better and more productively.

There may be times when counseling and coachingoverlap. Many techniques are applicable in both areas. Itis, however, important to know which approach is moreappropriate in a given situation. In most instances, oneapproach of the two will yield a more desirable result.

Counseling is most often required within our industrywhen:

1. A management company undergoes a reorganization, takeover, or ownership change.

2. Several employees are laid off, especially in the caseof takeovers and management changes, and counselingwill be needed for both those who are laid off and thosewho are not.

3. An employee faces a decrease in salary, status, or responsibility. This is seen when someone is "promoted before they were ready."

4. A team member is faced with another career opportunityinside or outside of the company.

5. A team member is faced with no career opportunitiesinside the management company - no room for promotion.

6. A team member has issues with an administrative function of the company, such as insurance, payroll,salary, or a bonus.

EPISODE

Coaching guides team members to build their skill levels

This new software will help us keep track

of our retention efforts.

28

Counseling Reduces Employee Turnover

There are many benefits for the Manager who strivesto become a good counselor. Counseling improves pro-ductivity because team members feel listened to and sup-ported. Counseling reduces employee turnover becauseteam members feel that they can vent their thoughts,feelings and deal with problems openly and constructive-ly. Counseling makes a manager's job easier by givingthem warning of resistance or problems that may occurfollowing changes such as termination of others on theteam, management changes, takeovers etc. Counselingcan work to increase efficiency because it creates a dia-logue whereby the manager comes to understand themotives and needs of each team member, and can identifypotential concerns before they develop into problems.

Coaching is most often required within our industrywhen:

1. New team members are oriented and trained.

2. New job skills are being taught, including telephonetechniques, closing, opening of the models and leasingcenter, dealing with upset Residents, handling a servicerequest, computer training and so on.

3. Responsibilities are being explained.

4. The management company's cultural norms and political realities are being discussed or explained.

5. Simple corrections to performance are needed.

6. Goals or business conditions change.

7. A new plan or objective is put into place.

There are many benefits for the Manager who strives tobecome a good coach. Coaching makes a manger's positionmore effective because it guides team members to buildtheir skill levels. Coaching enables greater and more effec-tive delegation so that you can have more time to trulymanage rather than actually doing the work. Coachingincreases productivity because it develops teams - teammembers know what the team's goals are and how toachieve them. Motivation and initiative increase dramati-cally because coaching creates more opportunities for pos-itive recognition and feedback.

RESOURCESIf you would like to develop your skills as a coach orcounselor here are a few resources that will help youalong the way:

BOOKS

Coaching, Counseling & Mentoring: How to Choose &Use the Right Tool to Boost Employee Performance byFlorence Stone, November 1998, published by AMACOM;ISBN: 0814404162, $19.95 from Amazon.com / $24.95 fromthe American Management Association (http://www.amanet.org/books/catalog/00416.htm)

This book covers coaching, counseling, mentoringskills and provides models for each role, while showingreaders how to adapt them to specific situations - andimprove employee performance across all levels. Packedwith self-tests, real-life scenarios, and hands-on, practicalguidance, this book will help Managers, supervisors andteam leaders to: assess their own strengths and weak-nesses in each area; apply their coaching, counseling, andmentoring skills to teams as well as individuals; and usethese techniques to improve their employees' perform-ance on the job.

VIDEOS

Coaching Essentials for Managers and Executives, NTSC format, Color, ASIN: 1929314019, $89.00 from Amazon.com

Even though there have been some changes with

the company, we want you to know that your position

is secure.

29

EPISODE11Be the Best On-Site or Multi-Site Manager

You Can Be!

Ioverheard a Leasing Professional talking about her man-ager a few weeks ago. She said that when you become a

manager, you stop doing real work. In a way that LeasingProfessional was telling the truth. Because when youbecome a manager you rely on others to do the frontlinework. Management is the process of getting people to dothings. It's an influencing and thinking function.

THE BEST MULTI-SITE MANAGERS & ON-SITE MANAGERS DEVELOP THEIR HUMAN SKILLS

As an employee, your productivity was measured andcompared with your co-workers. Your multi-site managerprobably did this through a performance evaluation andformal review. Your promotion may have depended onthese reviews.

When you become a multi-site manager, you aremeasured by the productivity of your teams/communities;and your future depends on how well your teams/com-munities perform. If you employ the human skills thatmotivate your employees to produce better financialstatements, you will be recognized for doing a good job.If the opposite happens, you will be recognized for doinga poor job. It really is that simple.

You can contribute to productivity by handling a fewtasks yourself. This practice also helps to set the workpace. If you do too much, however, your teams may notget the supervision that will allow them to produce thosesuperior financial statements.

Excellent multi-site managers often seem contentwith how their employees perform without trying to turntheir employees into a team. This may occur because theyare satisfied with the current values and financial state-ments for their portfolio or community and may have notconsidered what could be accomplished with a teamapproach. They refuse to accept that other managersdoing similar tasks with the same tools are able toincrease the values of their portfolio or community byestablishing a climate where people reach closer to theirpotentials and consider themselves as part of a team.

MULTI-SITE AND ON-SITE MANAGERS PROVIDE DIRECTION!

Everybody likes to be on a winning team. In your com-pany, your communities are a team that can win only when it reaches predetermined goals.

Here are several suggestions on how to motivate theteam to reach a goal.

1. Involve team members in the goal-setting process.

2. Give the team credit when it is earned.

3. Send every member of every team thank you cards,for contributing ideas, solutions, working over time, andfor going above and beyond the call of duty. Mail thesecards to their homes not the community.

4. As a multi-site manager you should visit the communities regularly and listen in order to discover thekind of rewards you can provide to improve productivity.

5. As an on-site manager you need to take the time to listento your team members and help them solve their chal-lenges.

6. Ask for suggestions from the team on how specific areas can be improved.

7. Hold a positive mentoring session with each teammember on a regular basis. Listen to complaints, and,when possible, make adjustments to resolve the issues.

8. Through your own positive attitude create a morelively and happy work environment.

IT IS YOUR RESPONSIBILITY AS THE MANAGER TO HELPESTABLISH GOALS AND THEN

MOTIVATE YOUR TEAM TO REACH THEM.

30

Team building is a little like playing football. The Manager(coach) has the responsibility of selecting players, coordinating

efforts, and where possible, winning the game.

1. Be warm and friendly but establish your authority.

2. Do not play favorites.

3. Treat each person with respect.

4. Do what you can to make everyone's job better.

5. Teach your employees new skills that will make theirjobs easier.

6. Seek assistance from your manager if you hit troubledwaters.

7. Ask for suggestions.

8. Be a good listener.

9. Give your employees credit when credit is due.

10. Do not permit former peers and co-workers tointimidate you into a wishy-washy management style.

Players must be committed to

helping the team.

Communication, trust and mutual

support is a must.

A reward system must be

established.

A game plan must be

accepted.

Here are ten ways to motivate your teams to reach their goals and ten things you can do to be the very best manager you can be!