I was watching “The Last Samurai” the other night on AMC with the movie notes (love that) and a scene stood out to me. At one point, Tom Cruise is getting his butt handed to him by a hi…
Bureaucracy is a bitch.
What few people realize is that as an upper level exec, in
a lot of too many organizations, there’s virtually no natural incentive to approve… well, anything. If you don’t approve requests or initiatives, what can go wrong? You don’t get some (rare) praise for accomplishing something – big deal. But if you approve something and it goes wrong??
As a young Community Manager, if I had a broken hot tub that needed a $1.6k repair and it was over my $500 spending limit, I’d need express written approval. No biggie, right? I’ll just email my boss and get an answer.
After multiple follow ups, weeks later, there’s no answer beyond the yawning chasm of silence. Why wouldn’t they just tell me ‘no’ if that’s what they wanted? Because not answering the question meant they were the safest they could be.
See, there’s risk in saying yes to things. What if someone comes along later and says you screwed up by approving that thing which could have been done cheaper, better, differently, etc…? What if I get yelled at? What if… something something bad feeling?
I wasn’t alone. A LOT of my cohorts’ bosses did the same thing. Ignore, brush off, delay, deflect, slow roll, forget – anything to not have to take a stand on something that should be easy because the fear was always at their neck that they’d get ripped for it. They wanted express permission from the owner before they’d be ok saying yes. What point was there for their existence then? We could just get the permission from the owner if that’s all it was.
When the issue finally reached crisis level, the owner had the foresight to implement the system that Simon mentions at the 33 minute mark in this video: “I Intend To.”
The way it worked was, if we needed to do something and couldn’t get an answer, we’d fire off an email with “IIT:” in the subject line. If we weren’t told NO within 48 hours, we were free to do it. It changed the onus from getting approval to bosses having to say NO if they felt something shouldn’t be done.
As you can imagine, things improved immediately. Bosses who didn’t have good reasons to say no, besides their personal fear, could tacitly approve something without lifting a finger. Oh happy day!
And don’t get me wrong – I don’t mean to say there shouldn’t be checks and balances and proper vetting of capital requests. By all means, I’d include how many bids I’d received, what the nature of the issue was, what the repair proposed was, why that was a rational way to proceed and what the timeline would be. I’d proactively try to answer every question I could get to make sure it was in line with our company’s values and goals.
Bottom line or TL;DR: There’s all kinds of benefit in empowering your people as opposed to teaching them to subsist on compliance. Your people aren’t the problem, your environment, your culture are the problem.
Eliminate bureaucracy, breed commitment by increasing your team’s involvement.
I’m sure I’ve had to have mentioned Gary Vaynerchuk in this blog before, but if I haven’t, you’re welcome.
BTW, “you’re welcome” is my sister’s personal catchphrase – Hi, Michelle.
Anyway, watch a couple minutes of the highest energy dude doing it today. His point is obvious, but so desperately worth stating as it’s not being done as much as it should.
I’m an avid believer in the fact that I work for my people, before anything else. My existence is predicated on serving their needs and creating an environment where they can succeed and thrive. By doing so, and by caring for the team first, they’re able and willing to kill themselves in the pursuit of achieving the mission, and satisfying our customers.
Time and time again, with team after team, the built up loyalty has been what’s provided for our success when things got tough. And they’re never tougher than during “turn,” when you’re really asking everyone to dig deep. Cajoling, yelling, and ordering, won’t get it done.
Treat all people well, but first, treat your team like family. Give them the same care and consideration you’d give your blessed grandmother, and watch it come back tenfold.
My recipe for success:
- Get a great team, treat them well and earn their trust – always.
- With them, create amazing processes that prevent errors and allow for success.
- Care for your customers in so far as you don’t violate 1 & 2 in a negative way.
Note: this is a classic post from July 2012, hope you enjoy.
We’re all presented with a thousand decisions in a day – even the ones we don’t make are technically decisions – and I observed a few today and I thought I would share as I feel they are:
1. Completely random – so a good example of our lives.
2. Indicative of a theme I’d like to touch on – but let’s not spoil the fun just yet.
First, we have a Bistro at work which serves between 4 and 12 thousand meals a week. No biggie there, we’re getting quite good at it. One of our front line people is the best – totally awesome. She makes remarkable omelets with the deft precision of a Samurai, that happens to hold a personal grudge against unborn chickens.
On this particular morning we’re hosting a large sports camp which features 120 kids and assorted coaches. Towards the end of breakfast this omelet samurai asks me if she can make one of her famous omelets for the Head Coach (it’s his camp) as she wasn’t sure if he paid or not. This concern was voiced directly in front of said Coach whose business we’re eager to retain – omelets are never extra with breakfast.
Second: I’m told that we reportedly rebuffed a new Resident who relayed that their AC was not in working order on Saturday. As it didn’t constitute an “extreme emergency” we told them to wait for Monday. For those not familiar with Florida in late July, allow me to put down rumors about the unending cold front we experience during this time of year. In fact, we have Emergency Maintenance defined as “No AC when the temp outside is over 85 degrees.” I believe it was 99 on this particular day, though it could have been 93.
Third: A Senior Associate informs me that a parent is on the phone and wishes to renew their kid’s lease under an old offer letter we sent out weeks ago. The current offer is a much better deal for the Resident/Parent and we always offer unsigned leases the current deal.
So, what do all these have in common? This question haunted my entire day.
At my old place of work, we had these portraits of all the employees on the wall and each had a quote that supposedly the person lived by. The majority said some fluff like “Seize the day” though one stood out to me for its simplicity and eloquence. It read simply “SHOW UP.”
I thought “Is this good?” and let it marinate. Then, after a half hour, I grilled it up with some delicious business acumen and served it with a glass of “OH YEAH.” The words were from a new friend named Dan O’Connor and I couldn’t help but roll around in their brilliance. SHOW UP! How deep did those words go?
The decisions I cited all shared a lack of “showing up” – not in the physical sense, but in the other, deeper sense. Of being mentally “there” where things really happen. I’ve come to appreciate that the big difference between getting it done and saying we gave it our best, is the belief that by simply standing our post, that we’ve managed to “show up.”
Not by a long shot.
It’s not stupidity or ignorance of lack of experience – these three individuals are all some of our best. Seriously, I tout their drive and desire constantly. This was a case of not being there mentally, in a moment, and that’s all there is.
Make the omelet! Paid or not, who cares!? I’ve never beaten or punished someone for giving away three eggs and some veggies! Take a chance! On the guy you KNOW is the “The GUY” we’re trying to impress. Don’t call him a cheapskate in front of his face!
What, exactly is “an extreme emergency” pray tell? As opposed to a regular emergency? Which we don’t care about? If Weather.com tells you it’s 83.5 degrees outside and they’re not happy, call it in!
They want to renew and you want to pick a fight? Over someone giving you their hard-earned money? TAKE IT! By any means! Make it EASY for them! Fall all over yourself to accommodate them and make them happy! That’s what we do!
I felt failure today. Failure in transmitting the message. I often state that “It’s the spirit of the law that matters, not the letter” though I recognize not everyone hears this message. That is my fault and it’s my charge to make sure it’s known, and known well. Not with bigger bull horns, but with a better plan – not more regulation, but with more discussion. Conversations build empires and right now? I have a fiefdom.
“The single biggest misconception about communication is the belief that it has occurred.”
You’re talented, you’re just not industry-famous. Yet.
You’re probably not even looking for your next opportunity. But wouldn’t it be nice if your next opportunity was looking for you?
That’s why we exist.
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We’re confidential, free to talented candidates, and focused solely on the student housing industry.
Hiring Managers: You have incredible turnover, and the process of finding talent is tedious, and often unfruitful. We seek to help you quickly identify talent where you are, that’s pre-qualified, and a great fit for the culture you’re trying to build.
We know all of this because we have around 40 plus years of experience at all levels of the industry. Creating a space for top talent to congregate just sounded like an amazing opportunity, so that’s what we did. We’re continuously refining our searchable criteria, and working on ways to best help your new career move find you.
Not a rock star yet? Are you a Leasing Agent, or CA, and thinking you want to make student housing a career? We want you too! Among the toughest gigs to fill are Leasing Manager and Marketing Manager positions. We’ll be looking at you if you’re interested in making that step up.
Because privacy is essential, we let you make the decisions. Don’t want to put it on blast that you’re open to a promotion to the next level? Great. Sign up with us and let us know to contact you first to gauge your interest. It’s that simple. Or, if you’re wide open to having us share you with the world, we’ll do so when we find a job that sounds perfect for you. The point is, we’ll only share what you want us to.
It’s a new age, with new rules. You deserve to be recruited.
Let us know about you in as little as sixty seconds and we’ll be in touch for more info. Know someone in student housing? Send this to them to share the love. TalentPath.com
I got sent this email yesterday, which was one I’d sent some three years ago while at CVI-Orlando. At the time we were six months into a $2 million renovation, and working concertedly to establish a new culture.
When you’re trying to build culture, it’s important to be honest and authentically one’s self. People loathe artifice and inherently move away from it. This email happens to be “me” in written form, and I think it was evident of something that’s worked for me over the years. People know it’s not just some corporate policy I’m being forced to endorse while a concealed derringer burrows into the small of my back, but something I full-throatily support.
I offer it here at as an unedited look, an example, of how I believe in communicating with my teams. Also, I just really crack myself up and I can’t get enough of my choice of analogy here. How great is that hipster John Connor meme?
Big thanks to Larry for 1. Having kept this all these years, and 2. For thinking of me enough to send it to me now. It was a nice laugh during a really busy time and a great glimpse of some of the most fun I’ve had during my career.
I hate when things break around the house. Having bought my first one three years ago, I’ve often found myself in the position of trying to figure out how to repair various issues on the fly. With YouTube as the Time Life books of our generation, there haven’t been many things I’ve needed to call someone for.
A light bulb came on: quick access, to short videos about common maintenance issues, would be wildly helpful to our Residents. Housing college students means that necessarily a good number of them have never; done their own laundry, run a dishwasher, or unclogged a toilet. A website that explains how to do it themselves is a non-starter. Ditto for a manual or handbook. For Millennials, video is king. Even better, every one of them come with a mobile video player permanently affixed to their hand. How do you leverage that?
We worked on a series of videos with important questions in mind: What’s the vital information we’d want someone to know in a moment when they need it most? What are the types of calls we get all the time that take seconds to fix? Resetting a breaker, a GFI, unclogging a toilet, resetting a garbage disposal – all the easy stuff that a Resident could do themselves in seconds, if they only knew how.
Important to the project was making sure we didn’t make each video too long, or make it complicated in any way. A three minute run-time would kill our click-through rate. Most of our videos are 20 seconds or less and specialized to whatever you’re looking for in the moment.
You can either scan the QR code with your phone or type in the short URL for each area of the apartment, and then you’ll get a playlist of videos to choose from on our YouTube page. At first, we toyed with the idea of stickers on each appliance or area of the home with a quick link to a video specific to that item, but this quickly proved unwieldy. We settled on a 6″x9″ magnet that could be placed on the fridge in each unit – an area where it’s likely to survive and be ever-present in our Residents lives, but not intrusive.
Starting this August, we’ll be placing them on each Fridge as we complete our final inspection walks prior to move-in and dropping some info to look out for them with our new move-in email.
Our mission states that we seek to simplify the complicated and we think this is a huge step in that direction. By allowing our Residents to quickly learn easy lessons about apartment maintenance, and by relieving the work load for our Technicians and CAs, we can free up time better suited to proactive items that really deliver value.