At present, I'm the Director of Operations for Marker Management, a Student Housing company. Formerly, GM of the largest single-site, off-campus Student Housing facility in the country at 2500+ beds. Before that, I was a Regional Manager in Gainesville, FL, and a fixer for troubled student housing assets. My turn spreadsheets are legendary and truly next level. I'm a walking Student Housing operations manual in a delightfully pleasant package. Budgets? Marketing? Team Building? These are a few of my favorite things.
Seth Godin’s blog post today “Defender of the brand” was a salient reminder of what we’re aiming to do. In the piece, he reminds his readers that a Marketing Officer’s first duty is to ensure the brand experience is one of quality. All the ads in the world are meaningless if the execution of the business is poor.
In my experience, the best advertising, amenity upgrade, or value-add is an operations system that works well. Many people take their systems for granted but spend five minutes talking to the person answering the phone and you’ll see that isn’t the case. Tap on any area of the business and you’ll find ad hoc patches pasted on by an insufficiently supported front-line staff.
I’ve met too many people that think focusing on the surface details will be enough to make a difference. Sure, superior finishes, polished marketing, remarkable design will all have a positive impact. However, without an enjoyable, engaged staff that feels supported and heard, it won’t mean much.
The student housing business is full of bright shiny underperforming assets and always has been. It’s not all metal, glass, and stone. It’s also hearts and minds.
Want to get the best performance out of any business? Here’s the recipe:
Listen and support the people doing the work. Make their lives as easy as possible; solve their problems with them. Their problems are your problems.
Let those people help your customers have an easy/fun experience.
Do this ruthlessly. Over and over again. Defend the brand by ensuring what the brand stands for is a quality experience.
Last night, at the 2022 Oscars, Will Smith overreacted to an admittedly lame and toothless joke from presenter, Chris Rock, and nothing has made sense since.
I was watching this happen with my youngest son who loves Will Smith. LOVES. We’ve seen the MIB trilogy multiple times, iRobot, hell, even Wild Wild West. He thinks he’s the coolest. I’ve been a fan since Parent’s Just Don’t Understand and I still think he’s an exceptional human being.
And then he lost his shit in front of the world over a dated joke and assaulted someone. At first, we thought it was a scripted bit when the audio cut but then we read his lips as he urged Rock to keep his wife’s name out of his mouth. It was clear this wasn’t a bit. What the hell?
I think Will Smith was cooking for a while before we got to that moment. I don’t think it was this joke that did it and I don’t think it was Rock he really wanted to slap.
Earlier in the evening, there was a joke about Will & Jada’s open relationship (see below) and I think that got him stewing.
It’s a throw-away line and they appear to take it well but if you saw the Red Table Talk where Jada destroys Will, in the most public way possible, you know it’s a raw nerve.
From watching this video this much is clear: Will Smith loves Jada far more than Jada loves Will. Will knows it and has had a choice to make; stay and experience that loss repeatedly or leave and lose the love of his life for good.
I think Will Smith is a guy who doesn’t like losing. I think he can’t accept the fact that he lost her, possibly through no explicit fault of his own. Unwilling to accept that and move on he’s living in a halfway existence where he can fool himself into thinking things are ok until he remembers that he’s pretty far from ok.
And this brings me to the title of the piece. I think it’s evident from his acceptance speech moments later that Will Smith is in a lot of pain. We can’t know the full nature or extent of that pain but I think it’s safe to say at least some of it is tied to his relationship with his wife. This is a guy who is going through a lot and I don’t think it had anything to do with Rock, the joke, or even winning the Oscar.
Hurt people, hurt people. We saw Will have a human moment and do something hurtful to someone that meant him no harm. If we’re honest with ourselves we’ve been there, too. Maybe not slapping someone, but certainly doing something hurtful to people who didn’t deserve it because we couldn’t cope with the pain we were experiencing.
How it ended.
Everyone in the audience desperately wanted to forgive Smith. As social animals, we’re eager to reestablish the status quo. However, to do that we need an apology. We need the person to acknowledge their transgression and perhaps offer an ounce of explanation for why they did what they did. Will didn’t do that.
Instead, he attempted to offer an explanation about “protecting” people and how somehow this action was tied to the role for which he was nominated as though it was perhaps some “method” exercise. He could tell halfway through that the audience wasn’t having it. He manages to remember where he is and what’s happening and apologizes to the Academy, though not Rock. It was something of an apology and repaired some of the damage but it wasn’t what we were hoping for.
I told my son that Will screwed up and that a quick apology is the best course of action. Admit what you did was wrong. Seek to repair the relationship quickly. Take time afterward to examine how you got there. With that advice in mind, I’ll offer what I would have said if I had walked up and slapped a grown man in front of the world.
“I’d like to apologize to everyone and especially to Chris Rock for my actions a few minutes ago. To anyone who knows me, that wasn’t me at all. I don’t know entirely why I did it and I’m ashamed and embarrassed. I’m going through a lot right now and I don’t know what else to say except that I’m sorry. Thanks to everyone that helped me win this award… yada yada yada.”
Some have pointed out that Rock’s joke was a cheap shot at a woman who has Alopecia, and thus, should have been out of bounds. I don’t know that that information was widespread public knowledge but if it was known, it was a bridge too far. Further, it was a bad joke in general and Chris admits as much. I also heard Rock made a joke at the 2016 Oscars which may have already established a bit of animosity between the couple and Rock. Fair enough, though both feel like reaching to help justify Will’s actions here. We can still love and respect Will Smith while acknowledging that he screwed up, twice. I hope he patches things up with Rock and gets to a better place soon.
Finally, the academy says violence is never tolerated and their code of conduct shouldn’t have allowed Smith to stay in the building. There’s a push by some to see Smith stripped of his Oscar. That would be a terrible tragedy though it may be the right thing to do. I think if Smith had offered a heartfelt apology at the start of his speech instead of searching for a narrative that would justify his actions the likelihood of losing his Oscar would be minuscule. However, given how things ended I don’t know what happens next.
What do you think? Should Smith be stripped of his Oscar or Academy membership for assaulting Chris Rock?
If you’re a reader of this page you know I like to cite videos for things I’ve recently learned and today’s post is no different. I recently listened to a course by the late Professor Patrick Winston of MIT and I was impressed by one piece in particular.
Quality of Speaking [Q= (K, P, T)]
Q = Quality K = Knowledge – The sum of the Speaker’s knowledge P = Practice – How much practice does the speaker have in delivering this knowledge? T = Talent – the X-factor, their innate charisma, presence, etc…
These are listed in order of importance or influence on the result. Knowledge is maybe 50% of the equation. Practice is worth another 35% and Talent brings up the rear at about 15%. What’s that mean exactly?
It means a speaker who knows very little, with little practice, but who has maxed out on Talent is only going to do half as well as a speaker who knows thrice as much and has less talent. However, we’ve all prayed for death when subjected to a dull speaker who knows everything about a tired subject so I imagine there’s a minimum threshold for talent required to clear a qualifying bar for reasonable quality.
Later in the video, Winston relates a conversation with some smart associates where they revealed what they were looking for when hiring a candidate. Their conclusion was: 1. Vision 2. That they’ve done something
It makes enough sense. You want someone that has a philosophy that propels them forward, these are usually referred to as self-starters. Further, it would be best if their vision has been so propulsive as to cause them to complete something in their career. What have they made or remade, before meeting you? Are there better indicators of future success than these?
The rest of the video is fine too, especially if you give regular Powerpoint presentations to groups of people. A few nuggets of wisdom: Don’t put your hands in your pockets. Don’t thank people for coming, it’s like they did you a favor. Don’t read off the slides – I hope we all know that one. Make sure your final slide is something useful/interesting and not something trite like “The end.” Your speech will likely go on for a bit while the last slide is up so make sure you make the most of what you have posted there.
John Wooden was arguably the greatest basketball coach of all time. While leading the UCLA Bruins the guy won 10 National titles in 12 years, including seven in a row. You don’t get to that status without dropping some serious wisdom along the way.
And that brings us to our title; one of Wooden’s best pieces of advice.
*Quickness is decisiveness manifest. *Quickness is confidence made of form. *Quickness is controlled, elegant. *Quickness is the hallmark of a professional; someone fully focused on the requirements of the moment. *Quickness is keeping your actions to what you can control and nothing else.
*Hurrying is desperation manifest. *Hurrying is a product of fear. *Hurrying is unrehearsed, impromptu, inelegant. *Hurrying is erratic, panicked, disconnected from the moment. *Hurrying is what happens when we fail to give the future its due respect and consideration.
We’ll never avoid needing to hurry. We can’t prepare or plan for everything life will throw at us. But we can aim to be quick in situations we can reasonably anticipate. We can build models and tools to help us become quicker. We can analyze our own actions to find ways to get closer to the moment when it comes around again.
Next time you find yourself saying “hurry up” consider if there’s an opportunity in the future to make that moment one of quickness.
As an aside I’ll offer you this fun bit of info. Like all great pioneers, Wooden attempted to form a system to explain his path; the Wooden Pyramid of Success.
Even if you’ve never heard of Wooden you may get a sense the Pyramid is familiar somehow. That would be Ron Swanson’s Pyramid of Greatness from Parks & Rec. I can only imagine the fun the writer’s of the show had in putting this together.
Ethan Hawke breaks down something pretty cool in this short Ted Talk and in the interest of time I’ll pull out the quote that stunned me.
“We’re here to help each other, but first we have to survive, and then we have to thrive.
To thrive, to express ourselves, we have to know ourselves. What do you love?
If you get close to what you love who you are is revealed to yourself and it expands.”
And there it is.
I don’t see enough people embracing what they love. Maybe they don’t know what they love because they’re afraid to get close to it because it may not be cool.
Maybe they avoided it earlier in life because it didn’t fit into who they thought they were or the mold they were trying to fill.
The happiest people we’ve ever met, whether wildly successful or not, knew exactly what they loved and let that love reveal themselves to themselves. It’s far easier to say no and to say yes when you know who you are and you’re sure of it.
What do you love? How did it reveal yourself to you?
Retired USMC LtGen George Flynn has a test for leaders and it’s insanely simple.
“If they ask you how you’re doing they actually care about the answer.”
How many people above you have asked how you were and not cared a whiff? How many haven’t even asked how you were doing? In my experience, it’s most. And I think that’s why we’re so passionate about the leaders we’ve had in our lives that have truly cared about the answer to that question.
In another quote, LtGen Flynn says “The cost of leadership is self-interest.” I don’t think you cease to have self-interest, but you check it at the door when thinking about the well-being of your people.
Who was the last person you asked about their day? Did you care?
I’m revamping a takeover & due diligence tracker today. It’s one of a few things I set out to get done this week and it went differently than I expected.
As I’m working, I have this Seth Godin video playing in the background. He drops several gems while giving this speech in Stockholm but among my favorite is a line about design. Starting around 16:36 he drops this:
“Ask yourself two questions: 1. Who’s it for? 2. What’s it for?
I found this apropos as we’re designing a lot this week. New systems, new ways of conducting and pulling inspection data. A new logo is being created by our friends at Pixelriot.io and they gave a fascinating presentation on the principles of good design to get us in the right headspace to assess the work they’ll submit. We’re designing pre-leasing trackers, databases, you name it. I’m excited, to say the least.
“Leaders are required to take responsibility, not demand authority.”
The other gem in this video is Godin’s acknowledgment that leaders solve problems even if they’re not on their agenda by taking responsibility. Taking a moment to solve a problem effectively and beautifully, now, will provide reoccurring benefits as long as that system is used. These opportunities are investments and they don’t show up on balance sheets or quarterly reports. Leaders take responsibility, they’re not given it.
I’m taking responsibility for making this action-item tracker useful and also beautiful. It doesn’t take much longer on the design side, but the extra effort and intentionality will make it more useful and efficient for every takeover we ever do.
I hope you continue to have a great week! Take a moment to take responsibility for something in your life this week that you can solve. Take an action to make your life, and those that come after you, easier.
Oh, and throw this video on and take a 40 minute inspired talk full of insight. You won’t regret it.
I came across this 5 minute video and I’ll spoil it for you – it’s the title of this piece. That’s the question Tim Ferriss asks this guy. It’s a variation on “Begin with the end in mind” – the second of the 7 Habits of Highly Effective People.
The guy is working through a tough process and it’s stressful; who hasn’t been there? Tim Ferriss asks him what it would look like if it were easy. He gets snapped out of his Lucy on the chocolate line mindset and thinks about what should change to make this bearable. He solves his problem and then invents a product to solve another problem he wasn’t immediately aware he had.
We’ve all been Lucy in that situation. It’s what makes it her most enduring bit. We know the feeling.
They say an ounce of prevention is worth a pound of cure. I like the sentiment and I’d offer another version: An hour of design is worth weeks of labor. Doesn’t quite roll off the tongue, does it?
As we’re creating new systems it’s worth talking to the stakeholders and getting an idea of what this would look like if it were easy. Let’s give that a shot with work orders that aren’t binary (open/closed) but that require multiple steps, like water intrusion.
What would it look like if it were easy? It wouldn’t be 12 steps, all of which are unpleasant. Maybe 4 steps? It would be intuitive. It would elicit delight in its use. It would make our jobs easier. It would be (pick only two (faster/cheaper/higher quality) – let’s go with faster/quality for this one. It would set up the next phase of the job as each one closed. It’s got to be handled outside of the normal work order system then since that system can’t handle it. It’s got to be transparent/easily shared – a Google Sheet? It should inform the affected parties along the way – it has prewritten notices/emails ready to send informing the resident about what’s happening next. It should dovetail with accounting for charging back costs if it wasn’t an accident. It should contain documentation/photos from the start so everyone understands what happened, when, and why.
Answering the question gives us a lot of good ideas on where to go next and changes we should make.
What difficult process are you facing and what would it look like if it were easier?
Years ago, my brother was studying engineering at FAU and he brought home one of his engineering textbooks for the break. I started flipping through it idly and was surprised to find there were stories interspersed in all of the diagrams and equations.
Beyond tales of engineering disasters, there was a story about a high-rise condo building with a flummoxed manager. The building had opened months earlier and residents were already complaining about the speed of the elevators. Elevator technicians and engineers were summoned to speed up the elevators (they couldn’t) while they flirted with the idea of using one bank of elevators as an express to the top half of the floors. No amount of tweaks could calm the vitriol from disappointed condo-owners.
You can’t tell by looking, but these were painfully slow in the 90’s.
They gave considerable discussion to grafting on another set of elevators outside of the building. The cost would have been staggering and caused massive disruption to the luxury building for a year. Despondent, the GM plopped down on a settee opposite the elevators and put his head in his hands. The same head the board would happily remove from his shoulders if he didn’t fix this issue.
An older service tech named Jimmy was attending to a lightbulb in the lobby. Seeing his GM dour, he asked what was wrong. The GM explained the problem to him and how it was useless; they didn’t have the money or the magic to make the elevators faster. While he had discussed the issue with the Service Manager, he hadn’t bothered seeking the input of anyone lower on the org chart.
Jimmy chuckled and said, “Oh, that’s the big problem?” The GM nodded and said, “I know, hopeless, right?”
“Nah, just put up some mirrors.”
“What are you talking about?” replied the GM.
“The elevators ain’t too slow the people are just bored. Put up some mirrors outside the elevators; people love looking at themselves. You’ll see.”
Desperate, the GM approved the installation of mirrors outside of the elevators. Within days, the residents were dropping by his office to thank him for finally cranking the speed. Whatever he’d done, it had been a massive improvement; the lifts had never been faster.
The moral is that the supposed problem wasn’t the actual problem. Part of engineering is not only working out a solution but also in first identifying the real problem. Here, it wasn’t a lack of speed it was the perceived lack of speed.
Jimmy – having been around the block a few times – had key-insight by way of his proximity and connection to people. He could see things clearly from where he was.
Look, I know you don’t have a gaggle of sages running around your organization, but you undoubtedly have more collected wisdom than you think. Involvement breeds commitment. Dust off a problem that’s been bothering you and let the rookies take a crack at it. Ask your accountants how they’d handle your key-rotation plan. Get your techs debating about the best way to make contact for collecting rent.
I guarantee they’ll pull a thread you didn’t see; at the very least, you’ll get their appreciation for being asked.
I love competitive endeavors. Ask anyone in my family about Monopoly or Trivia with Rob and hands will instinctively ball themselves into fists. But when it comes to Student Housing, I’m not competing with you. What I am doing is focusing on perfecting “us.” I’m playing a game that doesn’t end with this season or this decade.
In general, I gain nothing from a deep-dive into the market survey. I’ve spent some time over 20 years watching “the competition” in student housing and the biggest takeaway I’ve had is that watching them is a giant waste of time. Not unlike middle school, everyone is watching the “cool kids” and doing their best to imitate without it looking like they’re imitating.
Copy your competitors’ marketing and you’re not a better version of you, you’re a worse version of them.
Me – just now.
You know the old story: “I saw Cady Heron wearing army pants and flip-flops…”
To Sinek’s point; if your competition can get people checked-in on move-in day in 15 minutes and it takes you 2 hours, that’s weakness revealed. If your competition routinely clocks a 45% renewal ratio and you’re clawing your way to the low 30’s, that’s weakness revealed.
You can’t copy them to a better renewal percentage or a faster check-in time, but you can use that knowledge to redouble your commitment to navel-gazing and figuring out if your check-in time needs to be so long. Spoilers: it doesn’t.
The weekly rundown of what “The Exchange” is doing does next to nothing for me in terms of improving my situation on the ground. It doesn’t lead to better internal systems, promoting daring and driven team members, or committing to reducing error rates in billing and work orders. What it does is tell me that I need to give away two months’ rent to sign leases, now.
And that’s the problem; all we’re interested in is “now.” That’s why we copy our competition. It’s why we’re incentivized to match their policy for policy, process for process, promotion for promotion until there’s nearly no difference between us. Gross.
A trend is always a trap. All success depends on performance and execution. If you’ve got significant flaws in your process, product, promotions, or your people, you’re going to have a bad time. No amount of star-gazing will improve it.
When things are slow, think about the future. Planning is invaluable but plans are worthless. Get excited about ruthlessly interrogating your operation for the gap between the car seats; the place things routinely fall and get stuck. Build bridges over those gaps that would make Joseph Strauss blush with envy. Revise. Revise. Revise.
We’re not competing with you. We’re hyper-focused on shaving one-tenth of a second off our mile-time. If you’re running in the same race that’s great, but we don’t care about studying your technique. We’ve got our race to run and the fact that you’re running as well is almost an afterthought.