What are some ways Property Managers can lead by example?

One thing I do to help myself is keep a notes page, rather google docs or word doc, to keep notes. Depending on the meeting I will do this while talking or if a more direct employee conversation I may type up my notes directly after my conversation.

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Property managers can lead by example by developing personal qualities like integrity and accountability, understanding and living the company’s values, modeling desired behaviors, being open and vulnerable with their team, and being receptive to feedback. Professionally, they should demonstrate leadership, follow standard operating procedures, manage finances wisely, maintain good vendor relationships, communicate effectively, pay attention to detail, respond quickly to issues, commit to ongoing training, operate transparently, focus on sustainability, hold themselves accountable, and listen actively to the community's needs.

The most important thing in my opinion to lead by example is to be humble. It will create a trusting and collaborative work environment. We need to encourage team work, listen to feedback. Effective communication with tenants, colleagues and property owners. Respond promptly to inquiries and maintain transparency.

By being present, modeling behaviors that you want your team to have, following through, and building integrity and trust with your team. Being willing to say, "I am jumping in the trenches with you, I got your back." Realize and truly live that it is all about team, internal and external. Security, engineering, day porters, janitorial, landscaping, and the Management group, each is a part of the whole. If one fails, we all fail. We are not successful on our own, only with the support of others.

Effective leadership's primary objective is cultivating a pipeline of future leaders. To achieve this, it is essential for leaders to empower their team by providing them with the autonomy to voice their opinions, the space to express their views, the authority to take action, and the room to make and learn from mistakes. By granting team members these essential freedoms, you foster an environment of growth and development. It is in such an atmosphere that future leaders can emerge, their skills honed, their voices amplified, and their potential fully realized. In essence, the true measure of leadership success is not solely in achieving immediate goals, but in building a legacy of capable leaders who will shape the organization's future.

The demand of the client is changing with their business objectives. The property manager needs to be innovative and proactive in providing solutions that are tailored towards the needs of the clients and property users alike.

Anticipating issues and addressing them before they escalate demonstrates leadership. A proactive approach in maintenance, tenant concerns, and market changes shows foresight and commitment to excellence. We are quite literally hired to deal with problem, issues and emergencies. It's our job to plan for the "what if" scenario and to prepare for the worst.

Have a qualified person inspect properties with you during your inspections and stay ahead of general maintenance items. Use qualified licensed professionals to do repairs and avoid using maintenance personnel who claim to be qualified in every aspect of maintenance. Look out for the owner/investors interest.

Property Management Companies have policy and procedures in place to mitigate liability, and when in a leadership role, it is best to know your employee handbook and operations manual. The budget is a guideline and it informs of the future expenditures that have been allocated to that month or period, for a reason. I recommend looking at least 2 months ahead of time in order to get bids from at least 3 vendors to make the most informed decision. When reviewing bids, don't just look at the price, but at the scope of work as it details their contractual obligations. In Phoenix, we have monsoon season and I would usually get the trees trimmed in late April or early May to mitigate damage to property and people from falling trees or branches.

Thriving rental property management hinges on two pillars: accountability and integrity. Being accountable means delivering on promises, from timely maintenance to transparent communication. Integrity, on the other hand, is the bedrock that ensures fairness and honesty in every interaction. Together, these qualities build trust, foster positive tenant relationships, and elevate the standards of our industry. Your reputation is what can make you or break you, and that reputation is built on accountability and integrity.

In my experience, demonstrating honesty, reliability, accountability and high ethical standards are the main reasons, my employer's clients, tenants, suppliers and contractors remain our partners; and in return have aided us in our success as we continue to grow in the industry.

Lead with honesty and take responsibility for both successes and failures. Upholding ethical standards in all dealings sets a positive example for the team and builds credibility with clients.

Keeping your promises to your tenants is key otherwise they won't respect you or the company you represent. Tenants come to you as a property manager to give you suggestions or ask for maintenance to be done, it's always best to follow up as soon as you can so your tenants know you care about their property and not just their money. This keeps a great relationship going with your tenants!

Working in customer facing roles can be challenging. There is often potential for wires to get crossed or to misinterpret a situation. Being upfront and honest about making a mistake fosters a blame free culture. We often learn more from our mistakes!

Although it is important to be adaptable and flexible on a day to day scale, I think it’s important to maintain a macro standard. In this business you will come across a large variety of landlords and you need to know when your vision does not align with a client’s. In some cases, landlords may have a lower standard that puts you in a situation that makes you uncomfortable for ethical or liability reasons. And to avoid the situation I think it’s best to have clear expectations upfront to determine if the collaboration is a good fit. If it’s not, ultimately it will be short-lived, so it’s best to be discussed as soon as possible

Creating a blame free culture is pivotal here. Being adaptable and flexible can sometimes mean you get things wrong. Having the right attitude towards learning and failure will empower team members to use their best judgment when colouring outside the lines. Keeping things friendly and honest in the workspace can make the difference between team members contributing and keeping to themselves.

The ability to adjust strategies in response to changing market conditions or tenant needs is crucial. Being flexible and open to new ideas or approaches is key to staying relevant and effective.

One thing I've found helpful with the ever changing world of property management is to set goals for myself and my team. Get to know you team figure out what they want to achieve what goals they have for themselves and help them reach those goals. Set the example never stop adapting never stop learning. Every time someone on my team compeltes a training no matter how small I celebrate that success and they do the same for me. Change is fun for us and we look forward to it.

The best part about property management is the flexibility of the workload. Property Management, when done correctly, is all front-end-loaded work. If you spend the time in the beginning to understand the property, the budget of the homeowner, and the needs of the tenant, the work is steady and consistent and real emergencies are rare.

As a supervisor, your work habits set the tone for your team. If you consistently operate at full throttle, working nights, weekends, and skipping time off, your team may view this as the standard for dedication or success. However, there is no one-size-fits-all approach to effective leadership. I'm an advocate for living the work style that suits you as a leader. There is no right or wrong way, and if working late is your preference, go for it! However, I encourage leaders to use delayed delivery for things, such as emails or Teams messages allowing you to work in the way that best suits your rhythm without potentially pressuring your team to work the same. It's crucial to strike a balance between dedication to work and your well-being.

I definitely think that your work ethic speaks volumes to your employees. Leading by example is so important. I also feel that allowing employees the ability to make decisions freely, makes people feel like that their unique perspective is valued and in turn you have a happier more dedicated employee.

Caring for your people is essential. Do you know how to make them feel special? Whose favorite candy bar is a Reece's Cup? Who would die for a Starbucks gift card? Who would greatly appreciate a kind note from you? We all have different Appreciation Styles. When you know the style of those who work with you, and you speak their language, it means so much more!

Self-care and team support are critical for success in this field. By setting a positive example, managers can foster a culture of well-being that enhances overall performance. It's important to remember that taking care of oneself and recognizing the hard work of others can lead to a more harmonious and productive work environment.

Promote a healthy work-life balance and create a supportive work environment. Our teams are quite literally required to be on at all times and could get a call at any time of night for an emergency. Prioritizing mental health and wellbeing not only benefits individuals but also enhances overall team performance.

Managing a large team of co workers and a national retail portfolio the key is to stay connected with all stakeholders. How I manage this is by having cluster leaders who take accountability for their assigned cluster. I have various channels of communication ,which brings together all stakeholders , service providers , tenants , landlords and the PM team. I also believe in understanding the strengths of each team member, and assigning tasks accordingly. The retail landscape has many variables , getting the foundation correct, working within your KPIs and communicating this often with the team ensures consistent performance.

I worked as an assistant manager and had a manger that would pick up trash everyday from 4-5pm. I quickly learned that she did this because it debunked the stereotype that managers never get out from behind their desk, it allowed her to interact with the residents and let them see her in the community, and it showed the staff her commitment to curb appeal and that she was not above picking up trash to help make our community better. I have had many examples, but this example always shines the brightest for me!

Teams naturally respect and follow leaders who practice what they preach, embody the values of the company, and uphold the highest standards of integrity. There's nothing more detrimental to a team than a leader who asks members to do things they wouldn't do themselves, or actions that violate company policy, procedures, or the law which erode trust and breed toxicity within an organization. A leader's responsiveness to the needs and concerns of team members or residents is a reflection of the company's commitment to customer service. When leaders are non-responsive, they convey that this is an acceptable standard for all customer interactions. This sets a negative example that permeates the culture, often leading to high turnover.

It's been said that good leaders never ask their employees to do something they're not willing to do themselves, & I've always abided by that. For instance, one Sunday afternoon a couple of years ago, a sprinkler head burst & flooded 62 of the 401 units in the community I managed. I could easily have assessed the situation, then went home and kicked back, leaving the employees & vendors to do all the hard work of mitigating the damages. Instead, I split my staff into 2 groups & I, being on one of the teams, slogged through the 4 inches of water in the hallways with them until we personally went into every single unit, assessing what needed to be done, & comforting the residents. Don't be afraid to roll up your sleeves & pitch in!

Emphasize continuous learning and development. Staying informed about industry trends, legal changes, and technological advancements ensures property managers can lead effectively and make informed decisions.