Search Results for: top talent
Reflections on The Gap
A cursory google search for quotes about “today” is filled with such optimistic hyperbole that it starts to feel somewhat trite. “Today is the first day of the rest of your life.” “Make your someday today.” Or the simple “Today is a good day.” Ernest Hemingway is quoted as saying, “Today is only one day in all the days that will ever be. But what will happen in all the other days that ever come can depend on what you do today.” Fair point, Mr. Hemingway.
When it comes to attracting and retaining top talent, many companies acknowledge the concept that culture is paramount. The challenge that faces those companies is in being willing to turn the bright spotlight on, stand in front of the mirror and acknowledge The Gap. Not the trendy clothing brand but the actual GAP between who you say you are and who you really are. That gap. The companies that see the gap, hold themselves accountable to closing that gap, and invite others to call them out on it when they fail, have the best opportunity to begin to provide an authentic cultural experience.
This gap exercise is essential for three reasons:
Your prior team members know all about that gap and have no reason to protect it. Your current team members also know about the gap and although they may give the ‘right’ answers, they feel the dissonance. Finally, your brand-new team members that you spent countless dollars and hours attracting will know the gap before the first week is over.
Close the gap. Invite candid feedback. Ask the uncomfortable questions. Listen and learn.
Today is a good the best day for leaders everywhere to start living up to your company’s values and culture. Goodbye gap.
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Multifamily #Trust30: A Call to Arms
Day 24 of the #trust30 challenge – it’s a big one!
The secret of fortune is joy in our hands. – Ralph Waldo Emerson
What if today, right now, no jokes at all, you were actually in charge, the boss, the Head Honcho. Write the “call to arms” note you’re sending to everyone (staff, customers, suppliers, Board) charting the path ahead for the next 12 months and the next 5 years. Now take this manifesto, print it out somewhere you can see, preferably in big letters you can read from your chair…
(Author: Sasha Dichter)
I kind of feel like Jerry McGuire right about now.
I can’t help but to call upon the great Tom Peters for this exercise. Back in 2006 I drew from Tom’s: The PSF is Everything! Manifesto to re-imagine the way we did business in Portland. I had just inherited the Regional Manager role where I was responsible for managing fourteen properties consisting of over 5000 units spread over five sub-markets. It was a daunting task and I had no illusions that I could run the deal by myself. I knew it would take the collective efforts of our 100+ people as lead by eleven site managers. It was a bonus that they were the best in business.
If given the charge today to chart the course for the next 12 months and beyond; I would break it down just like we did back in 2006.
- Enhance Work & The Legacy
- Enhance Firm & The Brand
- Enhance Employee Commitments
- Enhance Resident Commitments
I would assign our top talent to each of these four over-riding areas. The task? To Develop the next generation of Mills Properties. It would be on each team [with as little guidance as possible] to come up with amazing over the top and executable strategies to create excellence.
Enhance Work & The Legacy
People want to be a part of something bigger than self. And, it all starts inside with the innate need to move character. It starts with a
company that is convinced that organizations are put in place to serve the people that serve it. It stars with mission, vision, strategy and values. As such we would take action on the following:
- Get a crystal clear point of view
- Create a dramatic difference
- Create a culture where ‘Stretch is Routine’
- Create a culture of ‘Game-Changer’ – WOW Projects
- Work only with ‘Playful Clients’ – Life and Business is Too Short to work with Jerks
- We would get obsessed with LEGACY
- We would part ways with anyone who says ‘apartments are commodities’
- We would never shy away from ‘Radical’
Enhance Firm & The Brand
- We would define what it means to make our business ‘cool’
- We would recruit the absolute best talent
- Integrity would rule the day
- Execution would rule the seconds, minutes and hours
- We would create a ‘Swarm Team’ as a way to support
- R&D would get front and center attention
- We will own the relevant Saint Louis digital frontier
- We will aim to be no less than a ‘LOVEMARK’
- Passion would be the guiding principle
Enhance Employee Commitments
- Our talent would breed talent – FANATICS
- We would hire peculiar
- We would manufacture Early Opportunities for new Talent
- They will rise up or be out
- We will make way for YOUTH
- We will get committed to Renewing our CURRENT base of Talent
- We will get obsessed with MENTORING
- Everyone is a leader
- Bring in the Best in Breed
- INTEGRITY with everyone
Enhance Resident Commitments
- We will invite our residents in as partners
- We will draw in only the best vendors to Serve our residents
- Have residents claim that working with US is THE BEST EVER
- Implement Implement Implement
- Our Chief AIM? Resident’s assist in creating CULTURE
- The measure? Did we make a Dramatic, Game-Changing Difference? Will they tell a friend, family member or co-worker about us?
That’s it! That would be my framework for the next twelve months. After that year we would go on an EXECUTION and IMPLEMENTATION QUEST! It would be a No Holds Barred Journey into Compelling, Over the Top, Amazing and downright Stunning Achievement!
Your always striving contributor,
M
Pics tip to Blogging Pro
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Elevating Business Success: Organizational Culture
Photo by Riccardo Annandale on Unsplash
Visionary leadership is important in today’s chaotic world. The multifamily leadership arena is no exception. One of the foundational tenets of effective leadership is the recognition and value placed on treating individuals as adults. Such an approach is not just about being respectful; it’s about harnessing the full potential of every individual in an organization.
Treating individuals like adults implies trusting them with responsibilities, believing in their capabilities, and acknowledging their experiences and insights. When people are treated as capable adults, they rise to the occasion, often surpassing expectations. In contrast, micro-management or an overly directive approach can stifle creativity, innovation, and, most importantly, human potential.
Leaders in the multifamily space are positioned to impact countless lives. From residents to investors, the ripple effect of decisions made at the top echelons of leadership reverberates throughout. Thus, fostering an organizational culture that champions autonomy, trust, and respect becomes even more crucial. It leads to a more engaged workforce and greater loyalty.
Moreover, in a digital age rife with innovations and rapid technological advancements, leaders cannot afford to be the sole bearers of knowledge. Collective intelligence, where every individual’s expertise is valued, becomes the key to staying ahead of the curve. This is achievable only when individuals are treated as mature, capable contributors to the organization’s vision.
It’s essential to remember that adults bring a wealth of experiences, both personal and professional, to the table. Their diverse backgrounds, perspectives, and skills are invaluable assets to any organization. By treating them as adults, leaders not only tap into this rich reservoir of talent but also foster a culture where continuous learning, mutual respect, and shared vision thrive.
As leaders sculpt the future of the multifamily industry, it’s imperative to recognize the transformative power of treating everyone as adults. By doing so, they not only elevate their business success but also carve out a legacy of human-centric leadership that inspires, empowers, and propels the multifamily space to new heights.
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Addressing the Tall Poppy Syndrome
Finding Solutions to Combat the Undermining of Successful Leadership and Management
Photo by Susanne Schwarz on Unsplash
Summary
Tall Poppy Syndrome (TPS) — the tendency to disparage or discredit those who have achieved notable success — is becoming increasingly prevalent in business. As successful leaders rise above their peers, they often face criticism and negative behaviors from others who may feel threatened or jealous. This phenomenon not only hampers the growth of talented individuals but can also significantly impact a business’s overall productivity and performance.
Problem
The Tall Poppy Syndrome often leads to a toxic work environment, demoralizes high achievers, and ultimately stifles innovation and growth within the industry. Those experiencing this syndrome often encounter resentment, unjust criticism, or attempts to diminish their accomplishments. Consequently, this leads to reduced motivation, job satisfaction, and a lowered sense of professional self-worth, affecting the overall well-being of successful individuals and team dynamics.
Solutions
- Awareness and Education: By acknowledging the existence of TPS and educating employees and managers about its negative impacts, organizations can foster an environment of support and appreciation for success.
- Encouraging Teamwork: Instead of encouraging competition, companies can promote cooperative efforts. This approach can reduce feelings of threat or jealousy and foster a sense of collective accomplishment.
- Recognition of Achievement: Regularly acknowledging and celebrating the achievements of all team members, not just the top performers, can minimize the effects of TPS. This practice helps build a positive and inclusive work culture.
- Employee Assistance Programs: Implementing employee assistance programs that provide psychological support can help those affected by TPS. These programs can offer tools and strategies to deal with negative experiences.
- Leadership Role: Leaders in the property management industry can take a proactive role in mitigating TPS by modeling positive behavior, endorsing achievement, and standing against destructive criticisms.
The benefits of these solutions are multifold. A supportive work environment helps retain high-achieving employees and fosters a culture of innovation and growth. It also boosts employee morale and job satisfaction, increasing productivity and improving performance within the multifamily property management industry.
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Multifamily AIHR
Photo by Sangga Rima Roman Selia on Unsplash
HR executives have been gradually adapting to the rise of AI for tasks such as evaluating job applicants and creating chatbots. But this new AI search tool, ChatGPT, is about to change everything. ChatGPT has been trained on a large data set and can produce detailed, human-like responses to simple and complex questions. It has the potential to free HR staff from repetitive tasks and allow them to be more strategic.
Recruiting: ChatGPT can quickly and fairly evaluate job applicants, helping talent acquisition teams identify top candidates that human evaluators might have missed. Compensation and pay equality: ChatGPT can predict the impact of pay practices on the business. Employee wellness and safety: ChatGPT can assess a worker’s risk of harm to themselves or others.
In its most basic application, ChatGPT can create job descriptions and company policies that can be easily updated and disseminated in real time. While the tool may result in HR departments downsizing, its long-term effects are expected to be more complex. The rise of AI may create new job titles such as head of AI or AI ethicist.
ChatGPT’s potential impact on HR is attracting attention from early adopters like Todd Mitchem, CEO of AMP Learning and Development, and Tim Sackett, President of HRU Technical Resources. They believe ChatGPT will transform work as we know it and disrupt the HR industry.
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