All posts by Multifamily Leadership

Tom Shelton, Principal at Shelton-Cook Real Estate Services, shares his expertise and insights regarding what it takes to build a great culture of success for Multifamily Operators. He brings more than 35 years of experience with various organizations and shares what he has learned, experience, and personally observed throughout those years.

MULTIFAMILY LEADERSHIP SUMMIT | MASTERMIND | TOM SHELTON

QUESTION 1: What are some challenges and fears that you’ve faced and been able to overcome?

1. Transferring experience
   1. Transition from large organization and implementing procedures into a smaller organization
   2. Difference between listening and hearing
2. Solutions
   1. Make sure you understand the feedback
   2. Respond accordingly

QUESTION 2: What is one great achievement or career milestone that you’ve experienced and do you have any pointers?

1. Developing Relationships
   1. Nationwide
   2. Across business lines
   3. Great industry for sharing experiences
2. Mentorship
   1. Helping leaders grow and promote
   2. Watch people develop careers
3. Growth Opportunities
   1. Great career paths available
   2. Rewarding

QUESTION 3: Are leaders born or can they be trained and groomed to become good leaders?

1. Born / Trained Leadership
   1. There are people born with leadership potential and characteristics
   2. To truly develop into a leader, they need to be trained and groomed
2. Manager v Leader
   1. Many people excellent at following directions
   2. Leaders are the ones that make the list of directions to be followed
   3. Leaders set the culture, environment

QUESTION 4: Other comments regarding training?

1. In-Person Interaction
   1. Between trainer and field staff is very important
   2. Extra money set up in budget for personalized training

QUESTION 5: What is one tip you can give to others that is unique to yourself – a “success tip”?

1. Be a decision maker
   1. Make a decision and make it quick
   2. Do not waste time

CONNECT

• Shelton-Cook

Tom Shelton, Principal at Shelton-Cook Real Estate Services, shares his expertise and insights regarding inspiring financial results with valuable leadership practices designed to create great residence experiences and understanding the next generation workforce.

MULTIFAMILY LEADERSHIP SUMMIT | THE FUTURE OF WORK PANEL DISCUSSION | TOM SHELTON

QUESTION 1: What are some leadership best practices with success stories that demonstrate how those practices impact financial results within your organization?

1. Employee-Driven
   1. Employees establish protocol
   2. Develop mission statement
   3. Goals and objectives
   4. Coin of Excellence – Recognition program
   5. Education Committee works with training department
2. Accountability
   1. Team leaders are focal points
   2. On-site property managers, portfolio managers
   3. Personal coaching and counseling for employees
   4. Helps managers focus on hiring and interviewing process

QUESTION 2: How can culture help to drive financial results and productivity?

1. 4 Stakeholders
   1. Employees, Residents, Clients, Service Vendors and Contractors
   2. Talk to vendors about company culture
2. Creation / Maintenance of Culture
   1. Starts at the top
   2. How you act, dress, look, communicate, etc.
   3. Culture helps to retain talent
   4. Engage employees – spirit committee
   5. Celebrate successes as a group
   6. Share failures as a group

QUESTION 3: How does communication impact effectiveness within your organization?

1. Communication Program is Critical
   1. Employee issue, performance issue – news must travel fast
   2. Email should not be primary form of communication
   3. If it is at all possible, use a telephone
   4. Tone cannot be interpreted through text, email
2. Weekly Manager’s Call
   1. Open call for one hour
   2. Open forum for current issues
   3. Available to everybody
   4. Useful software for communication
3. Book of the Month
   1. Motivational and success books suggested
   2. Online blog
   3. Managers share thoughts and ideas
   4. Very successful among associates

QUESTION 4: How does your organization approach employee engagement and employee retention?

1. Focus Groups
   1. Employees are asked questions frequently
   2. Example: Tattoo Policy
   3. Associates participate in the process, they were engaged
   4. No dictatorial approach
2. Employee Functions
   1. Any time you can get employees out with your logo, it increases enjoyment and loyalty
   2. Positive feedback from associates

QUESTION 5: How do you keep your associates motivated and growing?

1. Growth
   1. Hiring from outside the company
   2. Move people through the system
   3. Clear career path, mentorships
   4. 5 Star Academy
   5. Opportunities for teaching and learning, training

QUESTION 6: How do you effectively execute a plan and why is it important?

1. Managing Expectations
   1. Define and communicate expectations
2. Leadership
   1. If you’re leading, make sure they’re following!

QUESTION 7: How do you maintain credibility as an organization?

1. You Can’t Fake It
   1. Either you have it, or you don’t
   2. Certain ways you can improve it
   3. Be focused on business, clients, goals

CONNECT

• Shelton-Cook

Jennifer Staciokas, Vice President of Training and Development at Pinnacle, shares her expertise and insights regarding top issues in today’s Multifamily Industry.

MULTIFAMILY LEADERSHIP SUMMIT | THE MULTIFAMILY MASTERMIND | JENNIFER STACIOKAS

QUESTION 1: What are some challenges and fears that you’ve faced and been able to overcome?

1. Additional Responsibility
   1. Internal Voice of support
   2. Constantly learn, read, be inquisitive
2. Asking Questions
   1. People afraid that it signals that they don’t know something
   2. Better to ask than struggle

QUESTION 2: What is one great achievement or career milestone that you’ve experienced and do you have any pointers? What was a risk that you took that paid off?

1. Team Support
   1. Being a great leader
   2. Create a team that is diverse
   3. Find people that think differently
   4. Growth
2. Leaving Current Organization
   1. Do something from scratch
   2. Build 3 departments
   3. Put platform and people in place

QUESTION 3: How do you create a company-wide culture with such large organizations? Is it technology?

1. Technology Training
   1. Not necessarily effective when delivered online
   2. In-person training is crucial
   3. Get people into the classroom within 1-2 weeks of onboarding
   4. Everyone in the organization needs to pitch in
   5. Mentors, field trainers
   6. Follow-up with regional and corporate office
2. Blended Approach
   1. In-person and online
   2. Some things do not require in-person
   3. Build database of videos
   4. Learning Management Systems

QUESTION 4: How do you get people on board when they’ve already objected to an idea and what do you learn to do differently in your process?

1. Don’t Take No for an Answer
   1. Go back and repackage ideas
   2. What is in it for them?
   3. Ask for another opportunity
2. Idea Source
   1. Make other people think it’s their idea
3. Adjusting Idea
   1. Do not adjust the idea if you’re passionate about it
   2. Repackage it to make it better for others to understand
   3. Use your credibility
   4. Listen to feedback

QUESTION 5: How do you find new talent and leadership to enter into the Multifamily Industry?

1. NAA
   1. Apartment Careers Committee
   2. Website, videos, encouraging high schools and universities
2. Companies
   1. Utilize resources to attract talent

QUESTION 6: What is one tip you can give to others that is unique to yourself – a “success tip”?

1. Preparation
2. Confidence comes from being prepared

CONNECT

• Pinnacle
• Jennifer Staciokas (Twitter)
• Pinnacle (Twitter)

Jennifer Staciokas, Vice President of Training and Development at Pinnacle, shares her expertise and insights regarding inspiring financial results with valuable leadership practices designed to create great residence experiences and understanding the next generation workforce.

MULTIFAMILY LEADERSHIP SUMMIT | THE FUTURE OF WORK PANEL DISCUSSION | JENNIFER STACIOKAS

QUESTION 1: What are some success stories that demonstrate how leadership practices impact financial results within your organization?

1. The Year of the Customer
   1. Internal Mantra
   2. Carla Harris – 3 adjectives that describe you when you’re not present
   3. Be Kind, Do the Right Thing, Be Humble
2. Recapitalization
   1. New ownership
   2. You have authority to run your business unit upon budget approval
   3. Support from executive team

QUESTION 2: How can culture help to drive financial results and productivity?

1. 100% Fee Managed
   1. Culture Shift
   2. What makes you different?
   3. Pinnacle’s people and culture
   4. The Heart of Service – Giving back to the community
2. Interview Process
   1. 75% of new hires are millennials
   2. They want to know what the culture is like
   3. Will their voice be heard? Growth opportunities? Give back?

QUESTION 3: How does communication impact effectiveness within your organization?

1. Communication within a large organization
   1. Quarterly newsletters
   2. Video messaging
   3. Learning Management System
   4. All-Hands Calls, recorded
2. Annual Report
   1. Internal strategy focused on culture
   2. Giving back to communities and team members
3. Working Remotely
   1. Distributed workforce across the country
   2. Empowered to hire the best talent in the best location
   3. Everyone can connect digitally

QUESTION 4: How does your organization approach employee engagement and employee retention?

1. Constant Feedback
   1. Younger employees do not want annual performance reviews
   2. Continual feedback – as something happens, a conversation takes place
2. Community Service Involvement
   1. Corporate employees given a day off to volunteer with a charity of their choice
3. Thoughtful Presentations
   1. Not a one-size-fits-all
   2. Individualize gifts, presentations, recognition, etc.

QUESTION 5: How do you keep your associates motivated and growing?

1. Mentorship
   1. What kind of access will employees receive?
   2. Who will mentor the professional relationship?
2. Emerging Leaders Program
   1. Regional Managers and department heads enrolled in year-long program with access to executives
   2. Assigned a company mentor
   3. Monthly calls, quarterly visits
3. Invest in People
   1. Dale Carnegie training
   2. Same instructor teaching all employees
   3. Message consistency

QUESTION 6: How do you effectively execute a plan and why is it important?

1. Execution and Implementation
   1. Annual business plans for top 20 clients
   2. Follow-up monthly executive calls

QUESTION 7: How do you maintain credibility as an organization?

1. Trust
   1. Time
   2. Effort
   3. Patience
2. Personal Brand
   1. Utmost importance
   2. People are watching and observing

QUESTION 8: Regarding annual review, is it mandatory? How do you ensure that the site manager is actively and frequently engaging on a daily basis?

1. Not mandatory, but built into the culture
   1. Immediate feedback
2. Regional Manager visits properties frequently

CONNECT

• Pinnacle
• Jennifer Staciokas (Twitter)
• Pinnacle (Twitter)

Pattie Woods, Vice President of Training and Development at Fogelman Management Group, shares her expertise and insights regarding inspiring financial results with valuable leadership practices designed to create great residence experiences and understanding the next generation workforce.

MULTIFAMILY LEADERSHIP SUMMIT | THE FUTURE OF WORK PANEL DISCUSSION | PATTIE WOODS

QUESTION 1: What are some leadership best practices with success stories that demonstrate how those practices impact financial results within your organization?

1. Focus on Working Hard and Playing Hard
   1. “Fun Committee” within corporate office
   2. Parties, field trips, in-office activities, challenges
   3. All it takes is 10 minutes to raise the energy level of people in the room
2. Onboarding
   1. Building value with new associates
   2. Start from hiring day
   3. Get paperwork done before associate even starts – online is best
   4. Give them access to social sites, invite them to activities before they start
   5. First 90 days is key
   6. Mentorship

QUESTION 2: How can culture help to drive financial results and productivity?

1. Family Company – Culture
   1. Vision Statement – didn’t mean much to new associates
   2. Shifted to Culture Statement – What is it that you want people to say about you?
   3. 4 Culture Statements, program developed around those statements
   4. Every associate receives a Fogelman Culture Card with the 4 Culture Statements
   5. Everyone can buy-in, recognition program regarding Culture Statements – Fogelman Difference Award

QUESTION 3: How does communication impact effectiveness within your organization?

1. Software Programs
   1. Associates can ask questions and get answers very quickly
   2. Links to training
   3. Time-saving program, high impact
2. Revise Policies and Procedures
   1. Complete and total revision of every single policy within company
   2. Accessible online 24/7
   3. Associates have an email address to send questions
   4. Committee to review questions and develop new policy if applicable

QUESTION 4: How does your organization approach employee engagement and employee retention?

1. Longevity
   1. 9.9 years average within corporate office
   2. Many support roles created, giving opportunities for growth
2. Motivations / Incentives
   1. What does the associate want to do with their job?
   2. “Stay Interviews” rather than exit interviews
   3. Everybody has different needs, talents
   4. What makes them tick
   5. Associates are evaluating company as well, to see if they made a good decision by taking the job
3. Recruitment
   1. Getting them in the door is easy, keeping them may not be
   2. Ask associates what will make them stay – not always money
   3. Always have open communication and give them opportunities for growth

QUESTION 5: How do you keep your associates motivated and growing?

1. Planning
   1. If you don’t have a plan for an associate to grow, they will grow somewhere else
   2. Ask them, what is your direction, what do you want to learn next?
   3. Internal internships
   4. If there is no opportunity for growth, is there another project you can offer?

QUESTION 6: How do you effectively execute a plan and why is it important?

1. Managers may say are too busy
   1. Is this something that only I can do?
   2. Can I delegate this to someone else?
   3. What is keeping me from completing this plan?

QUESTION 7: How do you maintain credibility as an organization?

1. Be involved
   1. Ratings and reviews online
   2. People look at your responses
   3. Be a part of all of those conversations

CONNECT

• Fogelman Management Group
• Fogelman (Twitter)
• Pattie Woods (Twitter)

Chris is a Founder, Principal and CEO of ARK Leadership, LLC and is a proven entrepreneurial leader with more than twenty four years of business building leadership experience. He was a founding partner and principal who launched Pegasus Residential based in Atlanta, Georgia, which subsequently grew into a multimillion dollar company, operating in ten states, in five years. After selling his interest, he subsequent launched ARK Leadership LLC, a business building company made up of uniquely multitalented entrepreneurs driven to improve all facets of business performance under the ARK umbrella.

MULTIFAMILY LEADERSHIP SUMMIT | MASTERMIND | CHRIS RYAN-LAWRENCE

QUESTION 1: What is one of the biggest challenges and fears that you’ve faced and been able to overcome?

1. Developing Leadership Skills
   1. Training – Finding the skills to teach someone not only how to understand the task, but also to know how to do the task
   2. Being a great leader is a learning process
2. Outside Businesses
   1. Challenge remains outside of property management industry

QUESTION 2: What is one great achievement or career milestone that you’ve experienced and do you have any pointers?

1. Standing Up After Failure
   1. Learning from mistakes
   2. Acknowledge the mistake
   3. Do not repeat the mistake
2. Owning Properties
   1. Knowing too much regarding the process
   2. Work through people to get tasks accomplished

QUESTION 3: How do you balance the pressure of motivating people while still holding them accountable?

1. Pressure
   1. Pressure will be there no matter what
   2. Run in that lane
   3. Help educate team members on expectations
2. Motivation
   1. “Everyday is an interview”
   2. Treat each day as a new day to make an impact and forward your career
3. Accountability
   1. “You’re only as good as your last financials”
   2. Motivate through teams to reach results

QUESTION 4: How do you get people on board when they’ve already objected to an idea and what do you learn to do differently in your process?

1. Specific Choices
   1. Do not give too many options
   2. Ask questions in advance
   3. Continually receive feedback
   4. Narrow down to 2 options and run with it
   5. Maintain open lines of communication in order to adjust and implement on the fly

QUESTION 5: What is one tip you can give to others that is unique to yourself – a “success tip”?

1. Superman!
   1. Every morning, stand in the Superman pose
   2. Increases motivation, confidence, drive

CONNECT

• Ark Leadership
• Chris Ryan-Lawrence (Twitter)

Jana Frazier, Director of Recruiting at IMT Residential, shares her expertise and insights regarding what it takes to build a great culture of success for Multifamily Operators. She brings great Human Resources insight into how IMT Residential keeps it a “people-focused” business.

MULTIFAMILY LEADERSHIP SUMMIT | MASTERMIND | JANA FRAZIER

QUESTION 1: What are some challenges and fears that you’ve faced and been able to overcome?

1. Fear
   1. Experiencing a fear of failure
   2. Questioning – Am I the best person to take this on?
2. Solutions
   1. Collaboration
   2. Request feedback
   3. Support

QUESTION 2: What is one great achievement or career milestone that you’ve experienced and do you have any pointers?

1. Promotion
   1. Job role evolution
   2. See what the company needs and offer a solution to that
   3. Might not be within your day-to-day duties
   4. Become a tremendous asset to organization

QUESTION 3: What is the best way to present new ideas to executives?

1. Conversations differ with executives
   1. Put the “HR” jargon aside
   2. Be very succinct and get to the point quickly
   3. Be ready to answer for ROI
2. Transition
   1. Focus on business operations rather than just your specialty
   2. Be able to name the problem and then the solution

QUESTION 4: How do you get people on board when they’ve already objected to an idea and what do you learn to do differently in your process?

1. Big Roll-Out
   1. Begin to use the wording from the new program
   2. Just put the words out there
   3. Makes associates comfortable with the new change/program
   4. Facilitates early adoption

QUESTION 5: What is one tip you can give to others that is unique to yourself – a “success tip”?

1. Start and Finish Your Day
   1. What am I going to do to add value today?
   2. What did I do to add value today?
   3. Honest evaluation

CONNECT

• IMT Residential
• @imtresidential

Jana Frazier, Director of Recruiting at IMT Residential, shares her expertise and insights regarding what it takes to build a great culture of success for Multifamily Operators. She brings great Human Resources insight into how IMT Residential keeps it a “people-focused” business.

MULTIFAMILY LEADERSHIP SUMMIT | BUILDING A WINNING CULTURE & BRAND PANEL DISCUSSION | JANA FRAZIER

QUESTION 1: What was the process IMT took to develop your brand and who was involved in that process?

1. First Recruiting Director
   1. Recruiting was decentralized, no focus on employer brand
   2. Marketing department was very developed and had a wonderful company brand
2. Understand Company Brand
   1. Communicate that message
   2. Collaborate with Marketing Team to make consistent message
3. From Communication to Drive
   1. Rolling out a culture program
   2. Operations leaders very involved
   3. Evolved from regional leaders needing more connection with the IMT Culture
   4. Partnership between recruiting, marketing, operations, and executive level

QUESTION 2: What is your approach to online employee reviews and employer reputation?

1. Online Review Process to be Embraced
   1. Appreciate the feedback, it’s here to stay
   2. Glassdoor.com increasing in popularity
   3. Having an account with Glassdoor allows for interactivity and manageability
   4. Respond to every single review, nothing canned, show that you listen and acknowledge, tailor response to that person, invite to reach out and continue the conversation when applicable
   5. Share pertinent reviews with leadership, use as a learning tool
   6. Indeed.com also has employer reviews

QUESTION 3: How did IMT develop the relationship with Human Resources and Marketing effectively?

1. Relatively new relationship
   1. Marketing can take recruiting plan to next level
   2. Collaborate with Marketing Director
   3. Communicate vision as extension of what Marketing team has in place
2. Flexibility
   1. Understanding and communicating time-frames and deadlines
   2. Communicate to others within the company what Marketing is doing for Recruiting
   3. Executives see how teams are working together to achieve higher level

QUESTION 4: Are there other departments within your company that are involved with promoting the brand?

1. Internally
   1. Training team very involved
   2. Relationship, communication among teams
   3. Cross-promotion among organization
2. Regional Operations Leaders
   1. They are the bridge between Corporate and Site Level associates
   2. Must have understanding of both areas
   3. Need resources to keep associates engaged

CONNECT

• IMT Residential
• @imtresidential (Twitter)

Catherine Swaback, Director of Marketing Strategy at Alliance Residential Company, shares her personal experience in the Multifamily Industry regarding various issues within the industry today.

MULTIFAMILY LEADERSHIP SUMMIT 2016 | MASTERMIND PANEL DISCUSSION | CATHERINE SWABACK

QUESTION 1: What are some challenges and fears that you’ve faced and been able to overcome?

1. Challenges and Fears
   1. Started in advertising
   2. Failing at something new
2. Solutions
   1. Immersion in multifamily
   2. Understand vernacular, key players, and key processes
   3. Learn the operations side of the business
   4. Served in various roles within company
   5. Grow within the organization
3. Achievements
   1. Marketing team growth as a result of the growth of the portfolio
   2. Overhaul, reorganization
   3. Digital visibility
   4. Creation of a strategy sub-department within Marketing team

QUESTION 2: What are the challenges you’ve faced in keeping up with trends in Multifamily?

1. In-house ad and digital agency
   1. Creating one consistent message and sending that out
   2. Industry veterans mixed with new agency talent
   3. Look outside of Multifamily for inspiration and innovation
2. Remain agile
   1. Monitor, stay consistent, stay ahead of competitors

QUESTION 3: Are you seeing more programs to develop new leadership to enter into the Multifamily Industry?

1. Get the word out there
   1. Internship programs
   2. Multitunity – going into college campuses and surrounding areas to look for young, professional talent
   3. Look past local networks to reach possible talent
   4. “This is my office” campaign – showcases great careers

QUESTION 4: What is one tip you can give to others that is unique to yourself – a “success tip”?

1. Work-Life Balance
   1. Shut your brain off
   2. To-do list can grow rapidly so take time to step away from that list

CONNECT

• Alliance Residential
• Catherine Swaback (Twitter) @CSwaback13
• Multitunity

Catherine Swaback, Director of Marketing Strategy at Alliance Residential Company, shares her expertise and insights regarding what it takes to build a great culture of success for Multifamily Operators. She explains how Alliance Residential is attracting and retaining the next generation workforce.

MULTIFAMILY LEADERSHIP SUMMIT 2016 | BUILDING A WINNING CULTURE & BRAND PANEL DISCUSSION | CATHERINE SWABACK

QUESTION 1: How are you promoting your brand internally to your current associates and externally to hiring candidates?

1. Culture
   1. Hire people that value integrity, passion for leadership, innovation, and creativity
   2. Invest in associates – Alliance University facilitates success, long-term career path
   3. Leadership opportunities, career advancement opportunities, continued education
2. Associate Significance
   1. Early adoption is organic
   2. Associates are brand ambassadors
   3. Talent team focused on campaigns that focus on current associates
   4. Why Alliance? Why Multifamily? Associates tell their stories.

QUESTION 2: What is Alliance’s corporate social media strategy and how does reputation management actually play into that?

1. One strategy with multiple components across the board
   1. Corporate strategy is same as specific property social media strategy
2. Social Listening is key
   1. Push-pull model
   2. Learn from what is being said about brand
   3. What kind of content is being posted and shared?
3. Marketing
   1. Work with on-site teams to make sure they understand the importance of Alliance’s digital footprint
   2. Protect brand
   3. Brand sentiment – what are the reviews saying, are they positive or negative?
      1. Responding proactively to reviews, both positive and negative
   4. Retaining residents based on associates

QUESTION 3: How do you train your associates to be responsible with social media and digital footprint?

1. Reputation Management
   1. Associates manage their own profiles
   2. Tools, strategy, and structure given
   3. Set of best practices, on-site training, social media manager to oversee

QUESTION 4: What strategies is Alliance Residential using to leverage the video aspect of everything?

1. Content
   1. Content is key within the video space
   2. Relatable, relevant to target audience and consumer
      1. Identify target audience
      2. Understand nuances between regions
      3. Look at much more than demographic data
2. Storytellers
   1. Tug at the heartstrings in order to fulfill consumer desires
   2. The home is an intimate, personal part of someone’s life
3. Channels
   1. Must be relevant
   2. Content that is adjustable – length, location, and make sure it is shareable
   3. Leverage your brand ambassadors to help tell the story

QUESTION 5: How do your talent and marketing teams work together to support initiatives and what are your pain points?

1. Collaborative Approach
   1. Support for on-site and operations teams
   2. Allow operators to focus on what they do best – leasing
   3. Leverage each other’s strengths, mutual respect for individual abilities
   4. Strength within the group
2. Recruitment Efforts
   1. Talent team comes up with ideas
   2. Collaborate with Marketing team
   3. Identify correct channels to reach the best potential employees
   4. Understand the budget – be effective
   5. Ensure messaging is resonating with the right people

QUESTION 6: What social listening tools are you using to gain that insight?

1. Social Media Manager in-house

1. Site teams encouraged to use Yelp, Facebook, and other pages to see what people are saying
2. Engage in what is being said
3. Grow and understand how to make better decisions

CONNECT

• Alliance Residential
• Catherine Swaback (Twitter) @CSwaback13