WorkPuzzle

3 Resolutions For Making 2012 Practically Radical

In the midst of writing my own material for a New Year's blog, I came across some valuable insight on Daniel Pink's site, written by his friend, Fast Company co-founder, Bill Taylor.  The principles outlined in the article (below) were written last January, but are timeless lessons that will never age.  The suggestions are from Bill's book Practically Radical: Not-so-crazy ways to transform your company, shake up your industry, and challenge yourself.    

1. "I resolve to help my organization (and me personally) become “the most of something” in my field.  It’s not good enough to be “pretty good” at everything.  The most successful organizations (and people) are the most of something—the most elite, the most affordable, the most elaborate, the most approachable.  For so long, companies were content operating in the middle of the road.  Today, with so much change, so much pressure, so many new ways to do everything, the middle of the road has become the road to nowhere.  What are you the most of?
2. I resolve to embrace a sense of vuja dé.  We’ve all experienced déjà vu—looking at an unfamiliar situation and feeling like you’ve seen it before.  Vuja dé is the flip side of that—looking at a familiar situation (an industry you’ve worked in for decades, problems you’ve worked on for years) as if you’ve never seen it before, and, with that fresh line of sight, developing a distinctive point of view on the future.  The challenge for all of us is that too often, we let what we know limit what we can imagine.  This is the year to face that challenge head-on.
3. I resolve to look for new ideas in new places.  The more I study innovation, the less enamored I become of “benchmarking” the competition.  What good is it to compare yourself against “best practice” in your field, especially if “best practice” isn’t that great to begin with?  The most creative leaders aspire to learn from people and organizations far outside their field as a way to shake things up and make real change.  Strategies and practices that are routine in one industry can be revolutionary when they migrate to another field.  Do you have new ideas about where to look for new ideas?”

It's my belief that there are only two reasons we would resist adhering to Bill's resolutions above:  One would be complacency or laziness.  People who constantly grow, are people who consistently review their lives through some variant of the above.  Sure it takes time, reflection, stretching and focus, but it's usually well worth the effort.  Remember that others are drawn to people who live in this growth vector of change, even if it's small and incremental.  

The second reason some of us resist the above is fear.  Most of us fear change, and yet secretly hope for more.  These opposing factors are constantly at war within.  And yet for those who do risk the change, there is something divine in creating something new, seeing something differently, assessing one's blind spots and sometimes radical transformation.

On behalf of everyone at Tidemark, we wish you all a successful New Year.

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

A New Year’s Resolution You Might Not Want to Hear

Did you get a new gadget for Christmas this year?  As we made our rounds to the year-end parties and get-togethers, it seems many people were again excited about their new technology devices.  Even my most technology-challenged business partner (I’m not referring to Dr. Dave) finally got an iPhone for Christmas (although he hasn’t taken it out of the box yet)!

New toys usually lead to more digital consumption--or at least a commitment to make use of the new technology.  Before you jump in with both feet and start texting your kids at the dinner table, I thought I’d pass on a new year's resolution that the CEO of a prominent technology venture capital firm recently made: 

“Focus on the live conversations at hand rather than parallel conversations on the screens.”

This resolution was made by Tony Tjan, the CEO, Managing Partner, and Founder of the venture capital firm Cue Ball. 

Tjan made this resolution because he’s noticed a rising and unproductive trend toward people trying to perform digital conflict resolution.  The de facto path for issue resolution seems to be increasingly via email. 

More accurately, email has become a convenient mechanism for issue-avoidance.  It is easier, quicker, less stressful, and less confrontational to have critical or challenging issues sent over email versus a live one-on-one with a counterpart.

If you have responsibility for coaching those on your team, or managing a pipeline of candidates as a hiring manger, this tendency can be particularly problematic.  Why?  Because you’re giving up one of your most useful and effective tools—the live conversation.  

Tjan goes on to describe how email and texts are inferior to live conversations:

1. It is hard to get the EQ (emotional intelligence) right in email.  The biggest drawback and danger with email is that the tone and context are easy to misread.  In a live conversation, how one says something, with modulations and intonations, is as important as what they are saying.  With email, it is hard to get the feelings behind the words.

2. Email and text often promote reactive responses, as opposed to progress and action to move forward.  Going back to the zero latency expectation in digital communications... it is hard for people to pause and think about what they should say.  One of my colleagues suggests not reacting to any incendiary message until you have at least had a night to sleep on it, and always trying to take the higher ground over email. 

3. Email prolongs debate.  Because of the two reasons above, I have seen too many debates continue well beyond the point of usefulness.  Worse, I have experienced situations which start relatively benignly over email, only to escalate because intentions and interests are easily misunderstood online.  When I ask people if they have called or asked to meet the counterpart to try and reach a resolution, there is usually a pause, then a sad answer of "no."

While you may be excited about your new device, and everyone is encouraging you to become more digital in your communication, do something counterintuitive:  pick up the phone and increase the number of live conversations you have this year.  

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Top 10 Business Resolutions For 2012

I first have to apologize for misrepresenting the content of this blog, and starting off the new year making up for having missed my chance to pull one over on you last April 1st! However, I knew that getting you to read anything between Christmas and New years was not going to be easy, so in order to get your attention I used the gimmick of "Top 10" because it usually gets readers to tune in.

Instead of 10 items, however, I have just one meandering thought that I'd like to share with you today. It's something that I've observed in many people who aspire to success but never quite make it...and then wonder why. I was going to title this blog "The Number One Reason Most People Fail," but it sounded like such a downer. I'm hoping, instead, that it will have the opposite effect, and will help you conjure up a newfound commitment moving into 2012. I trust, at the very least, it will help you think through your own blind spots and/or help those you coach do the same in the coming year...

In any particular profession, there are always those people who have established themselves as beacons of success, and who everyone else aspires to emulate. From the perspective of everyone around them, it appears that everything they touch turns to gold. Others, especially anyone new to the industry, fantasize about becoming like these individuals...successful, confident, respected, able to make the right connections, and effective at influencing others.

And while there are a few people who will eventually achieve the success that they've aspired to achieve, most will not. Why? What is the difference between those who do and those who don't reach the pinnacle of success in their industry? The number one difference is the huge gap that exists between what the successful person is willing to do, day in and day out, to earn success, and what most people are unwilling to do.

For those who are really serious about actually making it in their industry, rather than merely dreaming about it, there are two ingredients that must be in the mix:

1. Interview the successful: Most people never approach these very successful people and ask in minute detail, what activities were required daily to reach their success. Only through understanding the accountability to daily tasks, moving into situations that reek of uncertainty, and moving past failures and doing the right thing every day for years, can a person get a glimpse of what it will take for them to acquire what they aspire to. The trick here is to ask questions that the successful person might have forgotten about. Most successful people build a certain amount of amnesia around the vast number of tasks that they initially undertook to get to where they are now. You have to prime the pump for this information. Don't be afraid to ask, down to the detail, what they did every day to get where they are.
2. Implement the plan: Here's where the rubber meets the road. Successful people do the hard, boring stuff, without fail, every day. You have to ask yourself if you're the kind of person who can do this...or are you the type who has to be told what daily tasks to perform in order to follow through. Can you take ownership enough to work when nobody is patting you on the back, or giving you constant direction, and when you don't know what the near term benefit will be, when you are bored and there are "better things" you could be doing? The answer to these questions determines a lot.

If you can discipline yourself and keep yourself accountable, good things will happen. If you cannot do this, no amount of dreaming will make 2012 any better than past years. So, partner with some people who get things done, make a plan, break it into daily chunks, keep each other accountable, and aim for something big!

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

The Value of Great Questions - Part 2

In my last blog entry, I discussed the value of not just asking questions…but rather, asking great questions. I qualified the “great questions” as ones that add value, present your knowledge in terms of knowing your candidate, and show your attentiveness. Today, with the help of a blog written by Colin Wilson, I want to give you some general rules of thumb.

Allow for Warm-Up Time

At the beginning of a meeting or interview, take time for chit-chat. Casual banter is not work-related and allows for a more relaxed environment. Chit-chat time is an opportunity to build rapport and will help you gauge a candidate’s communicative style and perspective.

Label the Question

Labeling a question before you ask it positions the question in the respondent's mind. By “labeling,” I mean that you first tell the respondent that you are going to ask them a question on a certain topic, and then you ask the question(s). By giving them notice of the topic, it will give them a split second or two to consider a deeper response. More importantly, by explaining why you are going to ask a certain question(s) you will put the candidate at ease. This strategy is much better than the alternative, which leaves them guessing and uneasy…a situation that could ultimately lead to avoidance.

Example: "To gain a better understanding about your background, I would like to ask you some questions about your prior work history."

General Questions before Specifics

It is important to get an understanding as to why the candidate is sitting in front of you. Why, specifically, are they there? This is important information before you get into specific detail in an interview. There are three steps to this process:

1. Ask broad open-ended questions about areas of possible interest. Example: "Tell me about life outside of work...what hobbies or other interests do you have?"
2. Determine the priority areas…where do you, as the interviewer, need to direct the interview?
3. Ask probing questions about the broad topics that interest the candidate. Example: "How were you introduced to (specific activity)?"

Avoid too many Closed Questions

Asking too many close-ended questions (yes/no questions) will come across as if you are interrogating the respondent. That is not a place most people want to find themselves. If you need to ask a series of yes/no questions, let the candidate know that you are going to do so.

Example: "Next, I'd like to get some basic information from you... Are you financial prepared to start your real estate business? Do you have the time that is necessary to dedicate to getting your license? Does your family support your decision?"

Use the Person’s Name

People enjoy hearing their names. Therefore, use their name throughout the discussion, while taking care not to over use it. Without the use of the person’s name, the interview could come across as being very impersonal, which consequentially does not build rapport.

Avoid Negative Questions

Negative questions may put the respondent on the defensive and become a barrier to building rapport. Such questions may very well make the candidate feel ignorant, incompetent, guilty, wrong, etc... These feelings will most certainly inhibit your efforts to build a relationship with the candidate.

Example: During an interview with an experienced agent, DON'T ask, “Why did you fail to close so few transactions in the last two years?”

Effective Questioning can provide you with the opportunity to help crystallize a candidate’s thinking and will help you build rapport and trust by demonstrating that you understand and value their opinions. Additionally, as you move through an interview, and ask your great questions, you may very well begin to use their language, which is another block in your “relationship building.”

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

The Value of Great Questions - Part 1

I have often said that recruiting is essentially selling. When you have the good fortune of having a qualified candidate sit before you, you are in a position to inspire. Don't waste that opportunity; “Sell” yourself, your office, and your brand. Part of any good sale involves understanding the customer as a person, including their wants and needs. The same holds true when interviewing candidates.

Colin Wilson, a strategic business and leadership consultant in the UK, published a blog that addresses the value of asking great questions…however, his perspective is in the sales world. I couldn’t help but read the entire blog with recruiting (or in my world “relationship building”) in the forefront of my mind. Certainly, everything that I say here is applicable to your agents in their sales process and feel free to share, but I was surprised at how applicable the article was to the hiring process as well.

There are three tenets that I realized from this article:

1. Value. Your value to your candidate is not measured by what you know, but by the questions you ask. You add value by making your candidates think. Add value to your candidates’ experience during the interview process, and endear yourself as their potential manager.
2. Knowledge. Knowledge is power, and the more you know about your candidates' wants, needs and obstacles, the more likely you are to get the hire…or in the case of an unlicensed candidate, the more likely you are to inspire them to take the next step. How are you able to help them navigate obstacles if you don’t know what the obstacles are?
3. Attentiveness. Asking questions of the candidate puts them at the center of your attention and demonstrates that you care enough about them to inquire. You are looking to learn more about their problems, more about their opportunities and most importantly, you are getting them to think.

Here's a general rule of thumb -- You should look to speak no more than 30% of the time during the interview. In my next blog, I will cover some basic rules to apply during an interview.

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Predicting success with Early Ownership

One of our readers, Jim Dickinson of Stark Homes, Madison Wisconsin, recently sent us an article that got our attention.  We'd like to pass it on to our readers. 

But first a few words to set up the context...

Attracting and hiring the right people (the best people) has never been more important, both for you and for the candidate.  Nobody is in the mood, has the time, or is in the financial position to make the wrong decision when it comes to their future.  We've improved the odds of making good hiring decisions with the Top Performer profile, but in the current environment, many of our clients are having to talk to as many candidates that come through the funnel as they possibly can in order to hire the numbers needed to expand market share.  Under these conditions, all of us can benefit from improving our ability to spot what we are looking for in candidates, so that we can pursue them with a tenacity that leaves them believing that they can succeed.  You can accomplish this by being dedicated to understanding people, keeping up with the latest research, and being purposely reflective about what you are seeing.

You might remember the name Daniel Coyle of The Talent Code, as we have written in WorkPuzzle (1, 2, 3, 4, 5) about his somewhat counterintuitive findings in the past.  In a recent blog entry, he takes another shot at trying to decipher what might help differentiate those who will be successful, from those who won't be.

"A lot of smart people have been thinking about this, and what they’ve decided is this: the problem is not that the measures are wrong.  The problem is --measuring performance the wrong way to approach the question.

According to much of this new work, what matters is not current performance, but rather growth potential – what you might call the G-Factor — the complex, multi-faceted qualities that help someone learn and keep on learning, to work past inevitable plateaus; to adapt and be resourceful and keep improving.

Thing is, G-Factor can’t be measured with a stopwatch or a tape measure.  It’s more subtle and complex.  Which means that instead of looking at performance, you look for signs, subtle indicators — what a poker player might call tells.  In other words, to locate the G-Factor you have to close your eyes, ignore the dazzle of current performance and instead try to detect the presence of a few key characteristics... Sort of like Moneyball, with character traits."

Coyle describes two "tells" of the G-Factor: one is Grit, something I have written about before (WorkPuzzle 1, 2, 3, 4, 5...).  The other is "early ownership:"

"Early Ownership:  As Marjie Elferink-Gemser’s work shows, one pattern of successful athletes happens when they’re 13 or so, when they develop a sense of ownership of their training.  For the ones who succeed, this age is when they decide that it’s not enough to simply be an obedient cog in the development machine — they begin to go farther, reaching beyond the program, deciding for themselves what their workouts will be, augmenting and customizing and addressing their weaknesses on their own."

How can you use this information in your interviews?  Perhaps your interviews need to include questions to reveal past examples of early ownership.  How can this knowledge help with training, observing, and mentoring agents in the first months of performance?  

If you're going to hire better, it's imperative to take some time away from the busyness of executing tasks and dedicate ample time to reflect on this kind of innovative information that demands experimentation.  Tailor your process to assimilate what science has discovered about people... 

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

How to deal with Boredom or Anxiety at Work

Like it or not, we all occasionally get into ruts. We can’t seem to find a way to bring maximum enjoyment to our work, so eventually we get bored. One of the differences between very successful people and the rest of us, is that successful people tend to intuitively follow the rules I’m about to show you, to prevent them from experiencing too much boredom, or too much anxiety.

For decades, despite hundreds of studies on boredom, not a lot was known about this elusive experience. Then, in the 1960’s and 70’s, a Russian born University of Chicago psychologist stumbled on the answers while studying the internal experiences of successful workers, artists, and climbers.

Mihaly Csikszentmihalyi found that for optimal engagement to be experienced, people must find a balance between their level of competence or skill and their level of challenge. If your level of skill is great and your level of challenge is low, you will most certainly experience boredom (see diagram).

Conversely, if your levels of skill and competence are low relative to the height of the challenge, then anxiety will kick in, and you could buckle under the pressure.

Where “optimum engagement” takes place is in the sweet spot between your level of challenge and your skill level. What this means is that we all need to pay close attention to balance between the two, looking for ways that we can increase our challenges as we increase our competence.

So how can we do this? This is much easier to answer when it comes to anxiety than when it comes to boredom. With anxiety, you can adjust in either direction....you can focus your energy on decreasing the level of challenge, or find mentors or training to increase your level of competence...or both.

With boredom, you can only adjust in one direction. Since it's impossible to decrease the skill level, you are left with having to find ways to increase the level of challenge.

Please send in your ideas about how this important balance can be accomplished in a practical manner for realtors or with those who manage them. If I get some concrete tips, I’ll pass them on...

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Challenges that Real Estate Managers Face: WorkPuzzle Manager Survey Results—Part 3

Recruiting and retaining talented agents is the most challenging part of the real estate manager’s job.  How do I know that?  The data in the WorkPuzzle survey was most clear on this topic.

There was large consensus that the top priority, as communicated by owners and managing executives, for the first-level manager in real estate companies across the county, is recruiting.  The second priority is retention.

However, when managers were asked what job function they perform best, only 9% said recruiting.  In addition, when managers were asked what part of the job they hear the most complaints about…75% said recruiting.

Let that sink in a little bit...

In essence, what managing executives want the most, first-level managers are the worst at delivering.

This prompts two important questions:  Why is this happening? ...and... How can this gap be reconciled?  I’ll address both issues.

1.  Why do real estate managers hate recruiting?  Quite simply—it is difficult work and the results come very slow.  As discussed in previous WorkPuzzle blogs, both the demographics and the economics of real estate recruiting make it increasingly difficult.

For experienced agent recruiting, the bottom 60% of the typical real estate company is either nonproductive or marginally productive.  The top 20% are very difficult to dislodge because they are well-respected and making money.  This leaves 20% of experienced agents who are eligible to be recruited.  Due to short supply, the competition for these agents is very intense.  If you are lucky enough to recruit some of these folks, they are typically acquired at low margins (ie. unfavorable splits).

For “new to real estate" recruiting, the risk-to-reward ratio that used to consistently attract new talent into the industry is no longer a compelling draw.  As house values have plummeted and transaction volumes have waned, an increasing number of candidates can do the math.  Starting a real estate career has significant risks and the payoff is not what is used to be.

2.  How can real estate managers be successful at recruiting in spite of the obstacles?  Quite honestly—there is no simple answer!  This is what we spend much of our time in WorkPuzzle discussing because it’s a complex problem.  So, here’s a plug to read past discussions and become an email subscriber if you haven’t already done so.  With that said, here are some patterns that I’ve noticed among companies and individual managers who recruit more successfully than others.

Compartmentalization.  This piece of advice is for managing executives who have the latitude to adjust workflows.  If a manager’s job description requires many different roles (ex. recruiting, training, coaching, building office culture, etc.), the role that has the least amount of short-term feedback will naturally get pushed to the bottom of a person’s priorities.  It takes an extremely disciplined person to overcome the inertia of human nature.

If the recruiting function (or parts of the recruiting function) is broken out as a separate role and a limited number of individuals are solely responsible for the execution of this role, the job gets done more reliably.  Why?  Because there are no easy, “sugary” tasks for the manager to fall back on.  The new reality is the difficult job at hand—making the recruiting process work.  Also, there are some managers who have more natural talent for recruiting.  Letting them focus that talent without distraction is a win-win.

Focus at the task level.  If your organization is not willing or able to compartmentalize the recruiting function, you may have to continue to work inside an environment with competing priorities.

If this is your reality, I would encourage you to stop looking at the recruiting part of your job from a transactional perspective.  Because many managers used to be agents, there is a tendency to look at the recruiting process like a home sale.  Did the transaction close or not?  Do I have the listing or not?  Is financing approved or not?  Is this candidate going to work in my office or not?

While there is certainly a time to “ask for the order” in a recruiting discussion, the normal, day-to-day pace of the recruiting process (as a whole) moves slowly and meanders.

Managers who recruit successfully have a large number of candidates in their pipelines (so that no one candidate makes or breaks them), and they focus on completing the tasks of recruiting rather than focusing on the end result.  The transaction focus shifts from, is the person hired (end result) to, is the next task in the recruiting process for this candidate complete?

I hope you’ve enjoyed gaining some perspective on how your peers view the challenges of being a real estate manager.  It’s a tough job and many of you could use the encouragement.  

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Challenges that Real Estate Managers Face: WorkPuzzle Manager Survey Results—Part 2

Hopefully you've had an opportunity to read and digest the summary of the data from the WorkPuzzle survey that was conducted in September.

While you’ve probably drawn some conclusions on your own, I thought it might be helpful to share some additional insight. This insight comes from the internal discussions we’ve had on the Tidemark team, as well as individual discussions with many managers, executives, and owners since the survey was commissioned.

Let me start the discussion by acknowledging that in most real estate companies, the first-level manager position (often called a branch manager or sales manager) is a very difficult assignment. Because there are so many “hats” to wear in this position, we rarely see individuals who perform at a high level in every role.

In many non-real estate organizations, a person in such a diverse role would typically be supported by others on a team who shore up the manager’s weaknesses. But, the profit margins in most real estate companies are too thin to support this arrangement. The branch manager is left holding the bag…or for that matter, several bags.

So, what’s to be done? I would suggest making the most of the realities that exist in both your company and your professional life. Here are some thoughts based on the data that we collected:

1. Setting clear and realistic performance objectives. A significant portion of real estate managers do not have clear performance objectives, and even a larger portion do not believe those objectives are realistic. This is a problem that needs to be solved. If you find yourself in this situation, here’s some advice: Don’t wait for your boss to solve it—solve it yourself. Develop your own set of performance objectives and present it to your managing executive. This is commonly called “managing your manager,” and it is lacking in the real estate industry. As you develop the objectives, make sure you focus on roles and outcomes that not only address legitimate business needs, but also play to your strengths. I know this may feel a little scary at first. But, to your surprise, you’ll find that most executives appreciate this type of exchange. You may not get everything you envision, but you will most likely exit the process with some clear performance objectives—exactly what you need as a foundation for success.
2. Re-Thinking accountability. Everyone seems to hate accountability. Most managers dislike being under it, and most bosses really hate to administer it. Why? Because it usually requires a lot of attention to detail (by both parties) and causes us to notice and address failures frequently. As the survey results suggest, it’s much easier to just assume that everything is OK and focus on the more non-confrontational and mundane tasks of our roles. But, accountability produces results—results that both you and your company need to be successful. If your managing executive is not willing or able to keep you accountable, keep yourself accountable. Set measurable short-term goals and keep track of how successfully you’re able to check off items you complete. Also, share these goals with your peers (other managers in your company), and ask them to keep you accountable to the things you’ve set out to accomplish. As the fitness industry figured out long ago, peer accountability is one the best ways to lose weight and stay in shape. While it is not practiced as much in the business world, it may be something you find effective—especially if your manager is not willing or able to perform this function.

In the next WorkPuzzle, we’ll discuss what the survey revealed about the state of recruiting in most real estate companies. Why is it that what owners and executives want most, managers have the most difficult time accomplishing?

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Challenges that Real Estate Managers Face: WorkPuzzle Manager Survey Results—Part 1

As some of you might recall, we asked each of you to participate in a real estate manager survey back in September. The purpose of the survey was to help us (and, in turn, you) better understand the challenges of the real estate manager role.

This was an unusual survey in that a group of our readers actually helped design many of the questions. In designing the survey in this manner, we hoped to focus on the issues that were of the highest interest and concern to the group.

The anxieties that seemed to rise to the top in this process centered on the appropriateness of the many “hats” a first-level manager is required to wear in today’s real estate company.

More specifically...What are the hats that managers typically wear? How does a manager balance these different roles? and, How is success measured and accountability maintained?

In the end, there were ten questions selected for the survey. These questions are listed on the left side of the chart below. On the right side of the chart, we’ve summarized the data that was collected in the responses.

This is not intended to be a vision test. To view a more readable version of the chart, click on it and a new window will open and display a much larger version (if you’re an email reader, clicking on the chart will take you to WorkPuzzle where you can click the chart again and get the larger version).



Take a few minutes to digest this information. Is there anything that surprises you? Do you see any inconsistencies in the responses that you feel are significant? Do you notice similarities between what you’re experiencing in your company and what your peers in other companies are reporting? Do you see problems that seem to characterize the manager position? If so, what are they, and why are they systemic?

Next week, I’ll provide some thoughts on the survey and make some suggestions regarding how you can use this data to make changes and improve your performance. In the meantime, record (click the comment link in web version) or email your comments (reply to your WorkPuzzle email) to me. I’d love to hear your thoughts, and it will also help me focus on the issues that you find most interesting.

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.