EPMEPM: Leadership

What strategies you need to transition into a leadership role

The need to oversee all aspects of the business is what holds a lot of managers back on the road to leadership. Jo-Anne Oliveri examines the strategies you can put in place to better position yourself for a transition from manager to leader.

Many property management business owners want to transition from managing operational tasks to managing their overall business, but don’t know how. They are worried that if they no longer deal directly with clients, the same level of service and results will not be maintained.

If this sounds like you, here’s how you can successfully transition to a leadership role in your business whilst still maintaining your service standards and results.

1. Systems to replicate you

To successfully make the transition, you need to implement systems which replicate you. This ensures that, even if you are no longer your clients’ point of contact, they still feel like they’re receiving the same level of service and results. You must implement a system for everything: tasks, communication, maintenance, arrears and so on. That way, no matter which team member your clients deal with, you and your brand promises will be maintained.

2. Consistent communication

Communication with your clients must remain consistent; it must sound like you, even if it is now team members communicating with them. To do this, you must teach your team how to communicate with your clients so that it continues to align with you and your brand. Provide templates, teach standard written and verbal formats, and show them how to inject your brand’s personality into everything. This is how you can ensure that communication with your clients remains consistent and on brand.

You must teach your team how to communicate with your clients so that it continues to align with you and your brand.

3. Acknowledge and resolve issues

Transitioning from dealing with clients directly to having team members deal with them means that issues may sometimes occur. To manage this proactively, you should implement a policy to ban blame and instead ‘acknowledge and resolve’ issues instead. This means that you, as the business owner, accept responsibility for clients’ issues and resolve them, without placing blame. That’s because, whilst clients may be responsible, taking ownership and resolving issues keeps you in control of your business. It also shows your clients that you are continuing to uphold your service standards.

4. Manage accountability

Whilst it’s important that you trust your team, it’s equally important that you verify they are continuing to deliver brand promises. To do this, ensure that every task has its own objectives, outcome, priority and timeline. This allows you to easily measure, monitor and manage accountability in your business.

To successfully make the transition, you need to implement systems which replicate you.

Step up as the leader and conduct operational audits so you know whether your team are meeting KPIs and delivering consistent results. Keep informed about your business so you can advise your team what is happening, rather than them telling you. This is how you and your team can be kept accountable, and brand promises continue to be delivered.

5. Scalability, serviceability and sustainability

Business growth is great and, in fact, necessary for success. But never be in a hurry to grow your number of doors managed, revenue or profit margins. To successfully transition from managing operational tasks to managing your overall business, you need to plan for growth, not just let it happen. This means managing the three critical building blocks of growth: scalability, serviceability and sustainability. Doing this allows you to pre-emptively give your business what it needs to grow, including predictive recruiting, infrastructure and training. This is how growth can be scaled, service standards maintained and profits sustained.

Successfully transitioning to a leadership role in your business requires you to implement a strategy which ensures that, no matter how much your business grows or how many team members represent your brand, your service standards and results are always maintained.

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Jo-Anne Oliveri

Jo-Anne Oliveri, CIPS, TRC, Founder and Managing Director of property management business solutions company ireviloution intelligence. She is an international real estate identity who has trained over 500 agencies and thousands of agency owners and property managers worldwide. Visit ireviloution.com to find out more.

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