community building
Good Samaritan
Photo by Brett Jordan on Unsplash
Darley and Batson’s 1973 Princeton Good Samaritan study is a powerful reminder of the impact that small actions can have on the lives of others. The study found that people are often more likely to help others when they feel a sense of connection and community and are not in a hurry.
The Study
The study is a classic experiment in social psychology that aimed to explore the factors that influence helping behavior. The study consisted of two groups of seminary students who were asked to give a talk at a nearby church. The first group was told they had plenty of time to prepare their talk, and the second group was told they were running late. On the way to the church, the participants passed a man slumped against the wall, pretending to need help, and the researchers measured how many seminary students offered help.
The study results showed that the seminary students who were told they were running late were less likely to offer help than those told they had plenty of time. This suggests that time pressure can reduce the likelihood of helping behavior. The study also found that when there are other people around, individuals are less likely to help, suggesting that the presence of others can reduce the sense of personal responsibility.
This study is considered a classic and widely cited in social psychology as it highlights the importance of situational factors in influencing helping behavior. This study has important implications for customer service, community building, and emergency response planning.
Why it Matters in Multifamily
As multifamily operators, we can make a real difference in the lives of our residents by fostering a sense of community and connection. We can create a culture of mutual support and assistance by encouraging residents to get to know one another. This can be achieved by organizing regular community events, building common areas that encourage socialization, and encouraging residents to participate in community initiatives.
We also can create physical spaces that promote safety and security. By designing our properties with open floor plans, good sightlines, and easy access to emergency services, we can help residents feel more secure and comfortable in their homes.
But most importantly, we have the power to inspire our residents to be Good Samaritans themselves. By leading by example and promoting a culture of safety and community, we can encourage our residents to look out for one another and be there to help in times of need.
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Why did you lease?
In the dynamic realm of multifamily real estate, understanding why individuals call a property their home is crucial for growth and success. Traditional marketing strategies often analyze why prospects did not lease, yet there is a transformative opportunity in shifting this perspective. By asking new residents why they lease, we can uncover invaluable insights that affirm our strengths and provide a robust foundation for strategic marketing efforts.
This approach fosters a paradigm shift in how we perceive and utilize resident feedback. It’s a move from a deficit-oriented perspective to an asset-based mindset. This transition is not merely a change in technique but a profound cultural evolution within the organization. It signifies a commitment to celebrating and building upon what works rather than solely fixating on shortcomings.
The insights gained from new residents are a treasure trove of information. They offer a direct window into the most appealing factors about our properties, be it the location, amenities, community atmosphere, or customer service excellence. Understanding these key drivers of satisfaction enables us to tailor our marketing strategies more effectively, ensuring that we highlight these strengths in our outreach to potential residents.
Moreover, this strategy aligns perfectly with the human-centric approach to leadership. It involves listening to and valuing the voices of those who have chosen to become part of our communities. This enhances our marketing efforts and contributes to building a vibrant, engaged community. When residents feel heard and valued, it fosters a sense of belonging, critical for retention and word-of-mouth referrals.
Implementing this strategy requires a systematic approach to gathering and analyzing feedback. This might involve post-move-in surveys, informal conversations, or community events designed to engage residents in sharing their experiences. The key is to ensure that this feedback is collected and actively used to inform marketing strategies and operational improvements.