Multifamily leadership
Self-Awareness
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Self-awareness is understanding one’s thoughts, feelings, and actions. It is a crucial aspect of personal growth and development, enabling us to identify our strengths and weaknesses and make necessary changes to improve ourselves. However, self-awareness is not always easy, as we may sometimes be in denial of our problems and blind to our faults.
Marshall Goldsmith, a renowned leadership coach, and author, once said, “even though we may be able to deny our problems to ourselves, they may be very obvious to the people observing us.” This quote highlights the importance of feedback and the role that others play in our self-awareness journey.
We often think of feedback as something negative, but it is essential for self-awareness and personal growth. When we receive feedback, it helps us to see ourselves through the eyes of others and gain a different perspective on our actions and behavior. It can be difficult to hear criticism, especially when it comes to areas where we are struggling, but it is essential to remember that feedback is not a reflection of our worth as a person but rather a tool to help us improve.
One way to increase self-awareness is by seeking out feedback from others. And not just from those who will tell you what you want to hear. Seek out your toughest critics. In my head, your real friends are the ones that tell you what you need to hear. It’s also important to remember that feedback is not always easy to hear, so it’s essential to approach it with an open mind and be willing to listen.
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Johari Window: A Key to Multifamily Leadership
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The Johari Window is a powerful tool for understanding and improving communication in any business setting. Developed by Joseph Luft and Harry Ingham in the 1950s, the Johari Window is a model for describing the process of self-awareness and mutual understanding within a group or team. Understanding the Johari Window can be a key to multifamily leadership.
The model is represented as a four-paned window, with each pane representing a different aspect of communication. The first pane represents “Open Area,” which is the information known to the individual and others in the group. This is the foundation of effective communication and understanding.
The second pane represents the “Blind Spot,” which is the information known to others in the group but not to the individual. This can be a source of misunderstandings and conflicts, as the individual may be unaware of how others perceive their actions or words.
The third pane represents the “Hidden Area,” which is the information known to the individual but not to others in the group. This can be a source of power imbalances and mistrust, as others may feel that the individual is holding back vital information.
The fourth pane represents the “Unknown Area,” which is the information unknown to either the individual or others in the group. This can be a source of potential growth and discovery, as the individual and the group can learn new things about each other and themselves.
By understanding the Johari Window and working to increase the size of the open area, your multifamily organization can improve communication and collaboration among team members, leading to increased productivity, creativity, and overall success. To help increase the available space, companies can encourage open and honest communication, provide opportunities for team building and collaboration, and provide regular team member feedback. Weekly One-to-One meetings are the perfect tool for this work.
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The Road to Damascus
The Road to Damascus is a biblical story from the book of Acts in the New Testament. It tells the story of Saul, a devout Jewish leader who persecuted Christians, and his dramatic conversion to Christianity on the road to Damascus.
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This story has become a powerful metaphor for personal development and transformation. Like Saul, we all have blind spots and biases that prevent us from seeing the truth about ourselves and the world around us. The Road to Damascus represents the journey of self-discovery and change we must undertake to overcome these blind spots and become the best version of ourselves.
Recognize
The first step on the Road to Damascus is recognizing our problem. For Saul, this came in the form of a vision of Jesus on the road, which made him realize that he had been wrong in his persecution of Christians. For us, this might come in the form of a wake-up call, such as a failed relationship or a job loss, that makes us realize that we need to make changes.
Seek Guidance
The next step is to seek help and guidance. Saul was blind and confused after his vision, but he was guided by a man named Ananias, who helped him to understand the true nature of his experience and to be baptized as a Christian. Similarly, we need to seek mentors, coaches, or therapists who can help us understand ourselves and guide us on our development journey.
Act
The third step is to take action. Saul immediately began preaching the gospel of Jesus Christ and spreading love and forgiveness to others. He went from being a persecutor of Christians to being one of the most influential figures in the early Christian church. Similarly, we must take action to change our lives and become the person we want to be. This might involve changing our relationships, career, or lifestyle or working on personal growth practices such as meditation or journaling.
Journey For Life
The final step on the Road to Damascus is to continue growing and developing. Saul’s conversion was not a one-time event but a lifelong journey. He continued to learn, grow, and serve others throughout his life. Similarly, personal development is a lifelong journey, and we must continue working on ourselves and improving ourselves daily.
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The Nudge: Intuition
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Intuition is a powerful tool that can guide us in making decisions and solving problems. It is often described as a “gut feeling” or a “hunch,” and it can be challenging to explain or justify. Despite this, intuition is a valuable asset that should be trusted and respected.
The Nudge
Intuition can be considered a “nudge” from our subconscious mind. It signals that something is off or that a particular course of action is correct. While it may not always be clear or logical, intuition is often based on past experiences and observations that our brain has processed and stored.
Don’t Push Back
One of the most important things to remember when it comes to intuition is not to push back against it. Instead, trust your instincts and follow the nudge. This can be difficult, especially in situations where we are uncertain or under pressure. It can be easy to second-guess ourselves or dismiss our intuition as irrational. But it is important to remember that intuition is based on a deep understanding of the situation, even if unaware.
Not Infallible
Another thing to remember when it comes to intuition is that it is not always correct. While intuition can be a valuable guide, it is not infallible. It is essential to use intuition in conjunction with other information sources and consider multiple perspectives. It is also necessary to be open to new information that may change our understanding of a situation. Do the reps. Do the work. Then trust your gut.
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Good Samaritan
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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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