Back Up the Train

I'm back. No excuses, just an explanation. Basically, I had nothing to say that I felt mattered. And my cardinal rule is...no crap. So, I didn't write for almost 2 months. Nothing at all. I found it refreshing. Then, today, I found something that needed to be said.

As is my routine, I was reading my Brains on Fire blog, (best blog ever), and came across Eric Dodd's post that essentially took all the concepts going on in my head and summarized them in less than 55 words -

It was a good reminder that there are an increasing number of amazing tools at our disposal, and an increased responsibility for us to learn to use them, but that tools will never fully replace sitting down with a customer and asking them how your company can make a positive difference in their life.

Exactly. It's time to back up the train, people. Have we become so enamored with the tools and the toys, (and the process, rather than the outcome), that we've forgotten the impact of simply talking to a resident, face-to-face?

Let me tell you, our people working on site with the residents haven't. But they feel obligated to the process, and that is impacting the outcome.

That's More Like It!

I received another survey this morning, from Trendwatching, that is far more my style than the one I blogged about last week. (see below)

This survey was simple, easy and allowed me to provide some honest feedback, all with a simple email response.

Dear Lori,

We hope you enjoyed our latest briefing on MASS MINGLING. As we’re gearing up to bring you even more content and services this September, this is an excellent time to let us know what else you’d want from us.

To keep things simple, just reply to this email, answering the following:

1. What do you like about our monthly Trend Briefings? And what could we do better? [your answer]


2. What (if anything) would make you want to try our Premium Service? 
[your answer]


3. What other content / services would you be interested in? Trend Seminars? Company presentations? Consulting? Networking? Anything goes!
[your answer]

Thank you so much, we’ll do our utmost best to incorporate your suggestions,

Warmest,

Tim Pitts
Subscriber & Client Services
 trendwatching.com

You want my feedback? Just ask for it. What’s at the top of my mind regarding your service or product is most likely what is important for you to hear.

Service Excellence - No Bobble-heads Allowed

Companies often ask me where to start in defining a true service culture, and the answer I give is simple, but not always well-received; train and trust.

If a company wants to be more than all talk and no action, its leaders (and anyone in a supervisory role) must be dedicated to training service delivery and then trusting that training will result in solid, “make it right” decisions that won’t break the bank. Sounds easy, but in fact, my experience dictates it is the hardest thing to do.

Before sessions, I routinely ask company leaders about their parameters; that is, how much money could a front-line employee spend utilizing their own judgement to make it right. Sometimes I get the $50 or $100 answer. Sometimes I am informed of programs that sound fabulous, but fall apart in actual delivery. Most often, I get a hedged answer that essentially means, “We don’t trust like that. Our frontline people could really mess that up, and I can’t put it out there that everyone has $75 to make a wrong a right because of the likelihood of abuse. Better to leave that scenario to managers of each individual community”. Hmmmm. Sounds like somebody doesn’t trust their people to make good decisions.

So, let’s say I am a leasing professional, and I have been told to make the customer happy. Be a problem solver. Deliver excellent customer service. Got it.

A resident comes in really angry. Someone has parked him in for the third time in three months and he will not be to work on time. I say, “I am so sorry. I will call maintenance and see if we can’t identify the owner, and if not, we will have the car towed.” The resident does not gleefully skip out of the office at this point, so I offer to pay for a cab to get him to work. (I do this with my own money, because the manager locks up the petty cash for the weekend and is the only one with a key. I have no idea if I will get the money back.) The resident grudgingly agrees, and I order the cab. I call my husband to bring over some money, as I don’t have $35 on me. Then I sit down and write a note to the resident, apologizing for his troubles and declare our intent to send out an all-resident bulletin on the consequences of parking someone else in. At this point, I think I am doing well. Will my manager?

That depends. That is the challenge with not setting parameters.

If the manager arrives Monday, hears the story and says, “Excellent work. I will get the $35 from petty cash right now and I am submitting your name for “Service Deed of the Month”, all is well.

If the manager says, “We don’t routinely give away money when people experience parking issues. Now everyone that ever gets double-parked will expect this kind of treatment and I have a tight budget. Are you willing to take the money out of your salary in the future?” all is not real well.
If the manager says, “You are not authorized to spend money without my approval. I am responsible for the budget and unless you would like to be, I suggest you contact me before making a decision like that again. I will think about whether you should be reimbursed. Resident X has done nothing but complain since he moved in, and I am sure there were other solutions we could have provided. I need to look into this,” all is terrible.

Whether or not we should fire the manager in scenario 3 is irrelevant, (and food for another blog post), the real truth lies in whether the leasing professional will ever demonstrate this kind of initiative again. The answer is, if it were me, probably not. Too much risk. Better to play it safe, keep my money in the bank and defer all challenges to the manager to decide. I essentially turn into a customer service bobble-head, smiling, nodding and saying, “I’m sorry”, but delivering little more than a pulse. I have no parameters and no training, and have been reprimanded for demonstrating initiative, therefore am rendered ineffective.

If a company is really committed to delivering excellence in service, the following is critical -

Throw away the rule book and commit to training.
Companies that routinely deliver excellence, routinely deliver far more training hours than average. They teach problem-solving techniques that inspire flexibility, promote initiative and encourage good judgement. How much service training do the front-line employees in your firm receive? Is initiative rewarded? Where are the priorities?

Determine reasonable parameters and then provide resources.
If an employee knows they have $75 to “make a wrong a right”, no questions asked, and most importantly, they have access to that gift card or cash, they know their parameters. If they have been trained well in situational scenarios, they understand what circumstance merits extra action and can deliver a recovery that will “wow” a resident.

Hold employees accountable to “seeing it through”.
If expectations clearly define that employees “own the problem” and hold them accountable to seeing it through, and that expectation is reinforced and rewarded, the focus becomes about problem solving and delivering to a higher standard, rather than about spending money.

Include all.
Anyone that has an impact on service excellence needs service expectation training. That includes corporate office personnel, managers, regionals, maintenance and of course, leasing professionals. All must believe to truly deliver and understand they have “permission” to do the right thing.

Hire well.
Great companies take hiring seriously as it pertains to the people working with it’s customers. How vigorously do you screen potential hires for their relating and problem-solving talents?

Nothing happens without training and trust.

Intent vs Reality - What are You Saying?

I always learn something when shopping properties.
Sometimes I discover a new technique or have the opportunity to see an expert in action.
This week, I learned there is a big disparity between intent and reality.

Visit 1 - Leasing professional shows me a lovely property, but keeps telling me to “Go visit the website” for the daily prices. This is said repeatedly, even though I have indicated that I am looking for my mother, she has just put her home on the market, and isn’t even convinced she wants an apartment. There is no attempt to have Mom come in, experience the place, etc.. (although when I suggest it, they say, “Sure! We’d love to show her around”. No “I will take care of you, and make sure your mother is happy” moment. Just, “Go visit the website for further information. Your quote will be good for 72 hours”. Why would I rent an apartment online at this point? My mom hasn’t even seen it.

Intent: “I am being helpful and giving you resources.”
Reality: “In this market, all anybody cares about is the price, and I know that. So make sure you see the prices and are OK with them before you waste my time again. Come on back when you really ready to buy.”

Visit 2 - While in the golf cart, the bubbly leasing professional says, “I need to tell you about four things, because “they” will be emailing you to make sure I covered them”. She then goes on to tell me about her guarantees and that part of Mom’s rent will be put aside for a home down payment. (Mom is selling her house, remember. She doesn’t want to own anymore.) When I ask, “What do you get for telling me about all this?” she replies, “I get to keep my job.”
It gets better. As we leave the apartment, she says, “I know you’re not ready yet, but I have to ask, would you like to leave a deposit?” I just look at her.

Intent: I might get shopped and will get in big trouble if I don’t hit all the bases, so I am going to say things that you and I know are completely irrelevant to your buying experience and I will cushion the blow by removing myself from the equation. This way everybody is happy.”
Reality: I just threw my company under the bus because they have made ridiculous mandates that you and I both know are irrelevant to your needs. Frankly, I resent it. I will do it, but I will let the client know it’s really not me that is talking, it’s the corporate heads. After all, I need to keep my job, but I also need to lease apartments.”

Visit 3 - I dub her the “speed talker” because I only understand every 3rd word. (Remember, Mom has just put her house on the market, and isn’t with me), yet I am told about how I can’t use the double doors in the fitness center because they didn’t work, that I am to come in and out a specific door, and pretty much hear every rule and regulation as part of the sales presentation. And this is relevant to me, how?

Intent: I am funny and witty and keep the tour going nicely.
Reality: I have been here a long time and have my shtick is just right and it ensures somebody is talking. It also ensures I do not have to think.

You know I can’t finish there...

If you are a corporate executive, or anyone that creates policy and guideline, understand the more you force people to “follow the script”, the greater the chance an irrelevant presentation will be delivered. Seth Godin wrote in his blog last week about compliance and innovation. The more we demand people comply, “i.e., You will tell each client about each of our corporate programs”, the less innovative they will become. There is nothing wrong with mentioning company and the quality professed. Nor is there anything wrong with talking about company programs - as long as the client listening cares. Start placing more focus on the result rather than the process. Rather than mandating, focus on hiring the right talent, and teach technique in building trust, listening skills and following through.

Leasing professionals - you know how much I think of and value your talents and profession. You are my peeps. That said, it is time you wake up and step up to a higher level game. First, never throw your company under the bus. It makes you look bad. Start listening to what your clients are telling you and be responsible to help them get what they want. Be accountable to always, always, seeing it through. Think about what you are saying - does it matter? Is it relevant? If you find yourself saying the same exact thing at the same exact crack in the sidewalk during every presentation, change it up! Take a different path, try a new technique, have more fun. Understand the pitfalls and consciously work to avoid them. If you have a challenge with the criteria for shopping reports, then take the initiative! Create one that you think is fair, and be able to validate your reasoning. Then get it in front of somebody that can influence the decision. Stop sitting on your hands and work to control your destiny, if you value innovation in your presentations.

Design vs. Creativity

Multifamily marketers often use the terms "design" and "creativity" interchangeably, when in fact, they are very different. Complementary certainly, but different.

Good design is taught, studied and consistently implemented. Creativity is inherently maverick.

Design is about flow, alignment, spacing and relevance. Print design considers readability and font choice, web design is measured by usability and flatness, and interior design is grounded in the science of environment and space. It's a competency.

Creativity on the other hand is ultimately subjective. When you see an ad or a T.V. commercial and think, "I wish I would have thought of that," your envy is rooted in creativity. Creativity is how well you solve a specific problem for a specific person using specific parameters.

So should your marketing be creative or well designed? Differentiate your community by flexing your creativity muscle when given the opportunity, but don't expect all of your outreach will be creative. Stock photography is not creative. Neither are metaphor concepts or balloons on monument signs. Creativity is an effective resident retention program, and unique move-in promotion and flexing your policies to allow for customized rent payments.

Good design is mandatory, and should be evident in everything you produce, both online and offline. Design should speak to your target resident, and should carry the tone of your community or company. For example, 3D floor plans may seem creative, but they borderline on poor design because they're often difficult to understand. (apartment renters look at floor plans once a year vs. those of us in the industry who see them everyday) Most locator magazines and web sites are void of creativity, but their design allows for efficient consumption of large amounts of data that whether you like it or not, needs to be compared.

Most importantly, design allow people interact with it; and is neither creative nor effective if it doesn't sell.



Illustration Via Illustrator and Graphic Designer Frank Chimero

Social Media - Grandpa's Perspective

I had the pleasure of hosting my father and mother-in-law for an extended period over the Thanksgiving holiday, and experienced first-hand some of the values and issues the "Greatest Generation" hold dear. Among other things, I was able to observe their cellphone use and how mobile devices and technology have impacted their lives.

First, my mother-in-law. She has a cellphone and uses it to contact friends and family while she is out of town. She has also learned to set the alarm and utilized this feature on a number of occasions. That's pretty much it.

Then there's Dad. Most of the time, he couldn't figure out how to get the phone to turn on, and when he did, he had a hard time getting a call to go through, so his answer was to turn it off. By his estimation, the 3 calls he made last month cost him over $10 each. Since he can't even turn the phone on, he has no use for any of its other features. He sees his cellphone as a nuisance his kids insist on, and not having one would bother him not at all.

Dad utilized the Internet daily to scour his hometown newspaper and check the weather, as well as his email. Mom never touched the computer. Didn't bother her one bit. Neither one of them felt comfortable checking in for their flights on line, and asked that I do it. Even when I did, I got the feeling they would have been more comfortable simply standing in line, as this seemed more real to them. Fair enough.

My first assumption was that it was simply the generation - that to reach the "Greatest Generation" a social media or mobile plan wouldn't be at the top of the marketing strategy list. Then, as I thought about it, "social" is exactly what this generation is. They like to talk, (alot), and they rely on friends to provide referrals for services. They are also opinionated, and quick to smell a rat.

The real social media, for them, is the bulletin board at the market - a myriad of services all vying for attention, most not very successful, and the weekly Kiwanis Club gathering, or corner cafe, where they can share their stories and opinions, make recommendations and "diss" the deserving. Very social, yet very far from Facebook.

The point is, if you focus your marketing efforts in one arena, simply to follow the herd or because that's the way you would search, you may be missing clients that would be an ideal fit for your community. Dad's looking for an apartment. He's not on Facebook or Twitter. How is he going to find you?

What A Blog Really Is

What a Blog Really Is

I recently heard Kristin Steiner, account manager extraordinaire explaining blogs to a group of middle aged men, who obviously weren’t getting it. The light bulbs went on when Kristen profoundly described it this way – “Blogs are like cocktail party white papers,” she said, “you have a brief and relevant conversation and then you move on.”

Priceless. And right on spot.

Bloggers, if your readers have to stop in the middle of your post to refresh their cocktails, you might want to think about shortening it up a bit.

Part 1 "Where's my two dollars!"

Generations

"Kaleigh," I asked my 16-year-old, text-calloused daughter this weekend, "what do you think about the newspaper going out of business?"

"What newspaper?"

"The Rocky Mountain News. It's going out of business."

"Oh. Can I have money for Chipotle?"

Kaleigh, a 3.9 GPA Honor Role student and yearbook editor, lacks the emotional attachment of the local, front wave boomers struggling to overcome the shock since it was announced the Rocky Mountain News was closing. The nationally acclaimed Rocky knelt to its sister by, The Denver Post, last Thursday. And Denver isn't the only city. The demise of the print news is well documented across the country.

This isn't (or shouldn't be) a surprise. Nosediving ad revenue, struggling journalist identity and generational evolution all contributed to a decision grounded in the balance sheet. The evolutionary forces involved here could not be stopped as there was a gray generational cut off point coming at some point.

Reaction in Denver can be generalized by age group:

50+ crowd has the most to say, and can show you copies of the RMN they've kept in trunks, providing a timeline of their lives.

40+ crowd thinning, but recognizing the business reality.

30+ readers less affected, and able to let go.

20+ it would have happened here no matter how much this generation's grandparents would have held on.

16+ "what newspaper?"

And to those born after 1995, the newspaper is what we put under our art project so we don't make a mess.