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Preparing for annual leave

Team leave is an inevitable element of leading a team and leave prep can assist in allowing all team members to stay on track during this period.    

Here are a few steps you may like to implement to prepare for leave periods, to help both your stress levels and ensure that the wheels continue to turn in your absence.

  1. Set out-of-office reminders that include details of the leave and who can be contacted for what whilst you’re away.
  2. When planning your routine inspection and review schedules, consider public holidays and potential leave so that these tasks don’t fall on other team members to complete.
  3. Where possible plan out and complete any ingoings, outgoings and bond finalisations before going on leave.
  4. Ensure that your systems are prepared and that your Owners and Tenants are informed of when you are taking annual leave and who they can discuss their properties with in your absence.
  5. If you have access to portals, updates or even an email out to all tenants to educate them on the process of reporting repairs is handy to keep everyone up to date and avoid confusion.
  6. Prepare notes of outstanding items and have a debrief with other team members who will be managing your portfolio in your absence.
  7. Try to relax! You are on leave, so take the time to unplug, unwind and relax so that you come back recharged and ready to tackle the months ahead.

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Real+ – the property management training experts.

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Find Zen this year

One of the more alarming trends we saw at the end of last year was the number of teams who were in overwhelm. Sure, the end of the year brings with it the silly season, but as markets continue to shift and stress levels are rising, pressures are added to the load for many Property Management teams.

It is imperative in this environment to find time to take a step back and survey the landscape in front of you, reset and re-plan how to tackle your day, week and month ahead so that you can maintain control. Find a sort of zen in your day.

It is Property Management and, as in life, there will be elements outside your control. We need to control what we can and accept those things that we cannot.

This month one of our virtual classrooms will explore techniques to minimise those pressure points in both work and personal and remind us of the need to ‘unplug’ once in a while.

So jump on over and register to join us.

See you online!

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Are you clocking the lifetime value of your Customers?

In a world where everything is tracked, from our time of phone calls to spending habits and even the number of daily steps to monitor our fitness levels; there’s a vast collection of information recorded daily that contributes to our digital scores.

Many companies that you interact with, both on a business and personal level, are right now allocating you a score based on your Customer Lifetime Value and are tracking your activity and rewarding you in line with this activity.

If you were to think about the tracking of your customers, are you putting them to the Customer Lifetime Value test? How are your tracking their worth to your business and as such rewarding them for their loyalty?

If we were to look at it on the level of your Property Management customers, think about ways in which we can build their Customer Lifetime Value, to increase our rates of customer retention and keep them coming back into your business as well as referring others to do the same.

Some of the areas that you might like to begin to analyse are around the areas of communication and personalisation. Communication and the right type of communication is the most important tool in building loyalty to your business, now more than ever before. Delivering on your promises and transparency are key is developing trust in your brand as well as serviced tailored to the needs of the customer.

In terms of finding out how you can personalise service to the client, ask. Ask them what they want in a Property Management company, how often they would like to be paid, how they would like to be communicated with and even how they would like to be notified and budgets around repairs and maintenance. Work with them through their investment journey and communicate the importance of this with them to build a partnership that in turn leads to loyalty.

Another area to consider is the exclusivity of being part of your brand. How do they feel when they walk through the doors of your office, whether that be through the physical front doors or through various communication mediums? Do they feel like a valued member of your community or just another number? Is there a reward for their long-term loyalty to your business?

What makes your customers choose you and are there strategies in place to ensure that should they exit, there is a path for re-engagement at some point in the future to build in a long-term strategy for retention.

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Lead to Empower

When leading a team, there can be some challenges along the way as we negotiate through different personalities. Effective communication from key stakeholders within the team is necessary to empower the team in achieving common goals.

Transparency is key in the delivery of messages and enables the team to understand their goals. It also gives all parties the potential to understand the expectations of the business in addition to managing their own expectations. 

 Accountability for individuals can be as simple as adding a daily wrap into their schedule, summarising daily achievements. This can also assist leaders in understanding the playing field and manage any potential challenges.

Remember that we all make mistakes and it is part of the learning journey. Encourage the team to share mistakes and manage them as soon as they happen so that it becomes a collaborative learning experience and an opportunity to weed out potential issues.

Availability and approachability in leaders is imperative in building trust and rapport, especially if they have any concerns that need to be managed. Setting boundaries around availability is however important and standing or walking meetings can help in cutting down meeting times to achieve deadlines and goals.

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