Search Results for: the space between
The Space Between – Revisited
The Space Between – Revisited
Photo credit: Sharon Cauthen
Prelude by Sharon Cauthen
In the year before the pandemic upended the world, my husband and I visited Alaska, a place of breathtaking sights and sounds where flora and fauna abound. It was a trip I dreamed of for most of my life. You see, my grandfather helped to build the first railroad in Alaska. The work was brutal, manual, and dangerous in below-freezing temperatures. The conditions are almost unimaginable today, but without the labor of Sam Callihan and his peers, reaching the northern land with any assurance of safety was a poor bet as best. I recall one story about a man who fell ill, and the nearest medical help was 30 miles away. In the winter. In Alaska. My grandfather volunteered to take the man out because he knew how to handle a team of sled dogs. He delivered his sick colleague to safety and walked the rest of the way back – in ONE DAY. For his trouble, he was granted by the Boss-man one day off before getting back to work.
As I read this early Multifamily Collective edition titled, “The Space Between”, I was reminded of my grandfather’s story, his legacy, and of how the railroad tracks are a metaphor for the space between. They are limiting, and critically important – and the space between is rife with choice. If the engineer fails to remain vigilant, many unforeseen things can derail the train causing certain death to those on board and anyone else in the immediate area. If he allows the tedium of the tracks to bore him into losing focus, catastrophe awaits.
I encourage you to stay awake, dear friends, in the space between, and make alert life-affirming choices while you’re there.
The Space Between by Mike Brewer
When I was a younger human, I found much in my small world that made me angry and there were times when I allowed that anger to dictate my words or actions. I’m not proud of those moments and truthfully, I’ve worked hard to reform my thoughts and deeds in my quest to become a servant leader worth my salt. Even so, every day offers its stumbling blocks, and it provides me the opportunity to hold myself accountable to the man and leader that I desire to become. Some days, I feel good about my choices, and others, not so much. Nevertheless, the quest continues.
Many years ago, Viktor Frankl, a very wise man whose life and writings I admire, penned a statement in his memoir Man’s Search For Meaning that resonates with me still today.
“Between stimulus and response, there is space. In that space is our power to choose our response. In our response lies our growth and our freedom.”
Viktor survived the Holocaust, internment in four concentration camps including Auschwitz, and the loss of his parents, brother, and pregnant wife while enduring monstrous personal abuse at the hands of the Nazis. If a man who walked in those impossible shoes says there is power in the space between, then that is a concept I can easily buy into.
When everything else is stripped away – choice remains. Whatever stimulus acts upon you such that your feelings become the driver of your response, the space between is invaluable. When a customer seems irrationally upset about an issue – the choice of how to listen and how to respond endures. When a family member, friend, co-worker, or boss is demonstrating heightened emotions – the space between their words and your response is available to you as valuable fertile soil to create an elevated, reasoned, and more loving reply.
I encourage you to seize the space between and allow it to manifest as growth in you.
“Carpe. Carpe Diem! Seize the day, boys. Make your lives extraordinary!” (Hat tip to the late great Robin Williams in Dead Poets Society and Tom Schulman who wrote its magnificent screenplay)
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The Space Between
When I was a younger human, I found much in my small world that made me angry, and there were times when I allowed that anger to dictate my words or actions. I’m not proud of those moments, and truthfully, I’ve worked hard to reform my thoughts and deeds to make me a servant leader worth my salt. Even so, every day provides me the opportunity to hold myself accountable to the man and leader that I aim to become.
Many years ago, Viktor Frankl, a sage man whose life and writings I admire, penned a statement that in his memoir Man’s Search For Meaning that resonates with me still today. “Between stimulus and response, there is space. In that space is our power to choose our response. In our response lies our growth and our freedom.”
Viktor survived the Holocaust, internment in four concentration camps, including Auschwitz, the loss of his parents, brother, and pregnant wife, while enduring monstrous personal abuse at the hands of the Nazis. If a man who walked in those impossible shoes says there is power in the space between, then that is a concept I can embrace.
On the downside of any adversity – choice remains. Whatever stimulus acts upon you such that your feelings become the driver of your response, the space between is invaluable. Customers who seem irrationally upset about an issue – the choice of how to listen and how to respond endures. Family members, friends, or co-workers who demonstrate heightened emotions – the space between their words and your response is available to you as valuable fertile soil to create an elevated, reasoned, and more loving reply.
I encourage you to seize the space between and allow it to manifest as growth in you.
“Carpe. Carpe Diem! Seize the day, boys. Make your lives extraordinary!” (Hat tip to the late great Robin Williams in Dead Poets Society and Tom Schulman who wrote its magnificent screenplay)
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Cultivating Success: Parallels Between Gardening and Team Development in the Multifamily Space
As the vibrant essence of spring unfolds, its presence is undeniable. Flourishing flowers, budding trees, and a fine dust of pollen paint the landscape in vivid colors. Reflecting on my past experience leading ‘The Lawn Ranger,’ a landscape company, I am reminded of the dynamic transformation spring brings, mirroring rapid developments and evolutions. So many parallels for multifamily.
This season, a time of rejuvenation, resonates deeply with gardening enthusiasts. They engage in a symphony of activities: selecting plants, enriching the soil, and meticulously assessing the needs of each botanical inhabitant. The fragrance of freshly turned soil lingers in the air, marking the gardener’s act of planting seeds—a gesture of faith in nature’s power to nurture and grow.
Gardening is an ongoing journey of nurturing and care. Gardeners engage in a meticulous process of watering, weeding, and pest control. The satisfaction derived from extracting a stubborn weed, especially those with deep roots like dandelions, is incomparable. A weed might temporarily disappear if only its surface part is removed, but without extracting the root, it soon re-emerges, mirroring short-lived solutions to deeper issues.
Drawing a parallel to the multifamily industry, our role is akin to that of gardeners nurturing their crops. In this sector, the challenges of talent competition, rapid turnover of new hires, and retaining current team members are predominant. The pandemic intensified these issues, though they predate it. High turnover has been a persistent challenge, with the multifamily turnover rate standing at 33%, notably higher than the national average of 22%.
Effective team development begins even before a job is posted. Offering competitive salaries aligned with current market standards rather than past benchmarks is fundamental. Adequate compensation is a reflection of recognizing an individual’s worth. The journey of a new hire is meticulously planned, from initial communication to a structured onboarding process, facilitating peer connections, and mapping out the initial weeks with training, support, and motivation. These steps are crucial in guiding new hires through the complexities of their new roles.
The initial period is critical as new hires assess their experiences against the expectations set prior to joining. It’s during this phase that we risk losing them if there’s a disconnect between our proclaimed values and daily practices. When trust is broken, akin to the persistent weeds, superficial solutions are insufficient.
Addressing the challenges of talent acquisition and retention requires a fundamental approach. Key elements include competitive remuneration, fostering meaningful connections, committing to a purpose beyond self-interest, and ensuring that the cultural experiences within the organization align with its brand promises. Like gardeners who adapt to the evolving needs of their plants, we in the multifamily space must continuously evolve our strategies to nurture and retain our teams effectively.
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Apartment Marketing: Becoming Human in a Digital Space
Ran across a great post over at Brains on Fire recently that spoke to the necessity of companies being human. It’s well beyond the time of shedding fear. In their terms; “welcome to a brave new world.” Be it on your facebook pages, your blog, your web copy on the phone or in person; it’s paramount that you go for friend first and business transaction second. The hard part is letting your company hair down; in that context consider this.
It’s Time to Shine
Imagine for a moment; you meet a cool guy or gal at xyz function and decide that the two of you should get together again sometime. You agree to call in a couple days to see about a time and place to meet. When you call you let him/her know that you have appts stacked on top of appts but you can squeeze them in around six two months from Tuesday. Oh and, by the way, don’t forget to bring your credit card.
It’s a bit tongue in cheek but in the same respect it is how we treat the human beings that are reaching out to befriend us in our businesses. “Thank you for calling Hidden Treetop Village on Golden Pond Apartments; this is Suzy Trying to Hard to be Cheery Cardwell; how can I be of service to you today?” People see right through the lipstick.
Do we talk to friends like that?
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Changing Perspective
In March 2011, I wrote about changing up the way you think about prospects and residents. “Prospects and residents are human beings and or people first. Think of it this way, treat them as prospects or consumers and you are treating them according to your needs. Turn that around and treat them as people or humans and you are treating them according to their needs.”
Earlier this year the post Business is Personal, discussed being in service of the whole humans who work for and serve the business. On the surface, these two admonitions may appear to be in conflict, but I believe they are two sides of the same coin.
Hot Under The Collar
Many times, when a resident calls the home office, the caller is hot under the collar, feeling that their needs haven’t been met or that they have fundamentally been disrespected. The follow-up conversation with the site team often runs along the same lines – they feel that the resident violated policy, was rude, and want to know that the company ‘has their back’ in the conflict – often quoting some form of evidence that they were right, and the resident is wrong.
In this right vs. wrong mindset, there are no winners. Either/or is almost always a sucker’s choice and leaves at least one party feeling maligned and misunderstood.
Pressing Buttons
I know from personal experience that some residents seem to press all the buttons and when that happens, it is easy to get caught up in an emotional hailstorm. But when my buttons are pressed, it is MY responsibility. How I manage those feelings and how I respond are completely within my control. It isn’t the resident’s fault if I ‘lose it’. To paraphrase Viktor Frankl, there is power in the space between stimulus and response. We have the power to choose and, in our response lies the opportunity for growth.
When a business accepts the responsibility to act in service of its team members with a culture that actively removes barriers to healthy communication, it promotes a standard of psychological safety. In that climate, it becomes easier to engage in difficult conversations and team members learn how to resolve conflicts without defaulting to triggered emotional responses.
You Win – I Win – We Win
When the overall stated goal is to generate better outcomes for everyone instead of winning at all costs, it increases the likelihood that residents will feel heard, and their issues will be resolved in a way that benefits them.
Ultimately, the business wins when the team members do, and we all benefit when our customer wins.
What are you doing to create winning situations for your team members and customers? Share your stories with us!
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