Manager Meeting

I'm a new regional and am prepping for my first manager meeting with my site managers. Normally, I can duplicate the style of manager meetings my regional held while I was a site manager....however, they never did. The company I came from was based out of state and I rarely saw my regional, let alone other managers.

The set up will be all my site managers will meet at one of the properties clubhouse. I don't want it to be over 1 hour. I'm not sure how to begin. I would like to do something to break the ice but nothing too corny. I'm in constant contact with my managers so I don't feel theres anything that needs to be done that I haven't already discussed with them. I do plan to walk a vacant with the managers to critique a "ready" unit.

I generally hold meetings monthly, or every other month even though I seem and speak to my manager's regularly. For the most part, I try to focus on Leadership, not necessarily policy, although I always have a few "housekeeping" issues that are brought up for review and discussion. There are some great ideas for Leadership and Team Building just by doing a simple google search. For team building meetings I include the Maintenance Supervisors for the morning and lunch, then use the afternoon for the "housekeeping". Grace Hill also offers some great webinars and games available that I have used. You can also assign homework prior to the meeting, allowing the group to engage and hearing peer thoughts is usually enlightening and powerful when shared.

My meetings usually last the better part of the day (9:30 - 3:00), with variety to keep things moving and people awake.

An example would be starting the morning with one hour of a leadership exercise, inclusive of discussion and input from all about the exercise and their thoughts on if they found it useful or helpful. Throw in a 30 minute Grace Hill game for fun. Spend 30 to 45 minutes discussing homework (this can be as simple as what are your goals for the next 30 days personally or professionally). What are the barriers? Listening is important, afterall, as manager's of people we are problem solvers and our people need to be assured they have our support. Lunch break of about 45 minutes allowing team to relax and enjoy. Then quality time with PM's only, moving to more of a round table discussion format (we literally move to a different sitting area) and reviewing any new roll-outs, any general concerns, information sharing, team-work and whatever else may be on their minds. There never seems to be a rush to leave. Everyone is very engaged.

Last July I actually turned my meeting into an Arts and Crafts day. Maintenance Appreciation month was around the corner and the PM's hadn't given it much thought. I brought poster board, markers, stickers, glue, letters, and every other crafty thing I could find from staples. Each PM had to come up with an incentive program for thier respective community maintenance teams, create thier motivational poster for their team, and a prize was awarded for the most creative poster. They all growled at first, but at the end of the day and many hours later, they all did a great job and nobody had the opportunity to say "I didn't do anything because I didn't have time, or I was too busy". I can tell you the maintenance teams really appreciated the efforts and production was up at the end of the month.

To make a long story short, if that is possible at this point, make the meetings memorable and fun and only review policy or procedures if absolutely necessary. I am not a fan of having a meeting just for the sake of having a meeting. I don't like attending them for that purpose, and I am sure my teams don't either.

Good Luck!

I am keying on the word new and coming from another management company. You want to keep it less than one hour. Do not want it to be too corny. I am basing this feedback on the information given, there may be some other factors out there.

First: I would send out an agenda of what topics will be discussed in the meeting. This give them time to think and not walk in feeling like there is going to be a gotcha moment.

Second: When holding the meeting I would introduce myself and give a little background on me with my likes and dislikes. I would have each of the managers do the same. That would have also been in the agenda. Depending on the size this may take up the whole hour.

Third: I would not have a walkthrough of one apartment with managers from different properties. I would do this at each property. I would have some photos taken of a place, not mention the name and in a classroom environment have group discussion. Set up times for each property where you can have quality time with the manager on their site when you walk through. You two can have more candid discussions as well as have a clearer picture of where things are.

Now having said all of that above you have to know yourself and the kind of person you are. Extrovert or introvert with a type A or B personality? This also will have an impact on your meeting and the kind of meeting you will have. I have seen some people before they have that first big meeting they go around and have a one on one first with their managers. They do this so that when there is a big meeting each person there has had the privilege of having that one on one and it is not so strained at that time. Different people handle things differently. Me, I do the cold turkey meeting, then after have one on one with the property managers. I am situational with my leadership style as it all depends on the manager I am dealing with. I had some managers that were very focused on doing a good job and I had some that were focused on getting that next promotion or bonus.

So, I guess more information than you were asking for. I could go on, but I will cut it short.

I do a lot of hands on moving and shaking an not a lot of lecturing. I would suggest you do a bit of a needs analysis - what are they not doing correctly and what just needs a little tweak to be better..
Example, most of the time the maintenance team will tell you that the service requests could be written better, be more descriptive. So I like to get the managers in an apartment and have a relay race or you can just do 2 racing against each other.. set up maintenance scenarios that will make a point for you. Give each of them a work order that is poorly written,
"toilet

• does not work
• Outlet out in bedroom
  Tile coming loose
  (you get the picture)
  And time them each to see how long it takes each of them to find and possibly fix the problem.
  
  Then sit them all down afterwards with a whiteboard or flip chart to go over how much time was wasted by not getting enough information from the client up front. Then multiply that by the number of work orders received in a week. They really get to see how they are impacting the efficiency of the property and therefore the residents. They can take this back to their properties and do as well which is beneficial and a great break from the norm.
  
  It is fun to have the maintenance guys host it or come up with the scenarios to get them involved.
  
  Another quick one is do some team building without talking, have them build something as a team without talking and see how the function - then talk about what you saw, was it easier or harder not to talk, did they follow the rules?, etc...
  
  Good luck!! and remember as long as you have cookies the meeting will be a great success :lol:

Now just my opinion and the way I have worked. A regional is normally looking on a macro level. There are general problems that affect all and that is what I discussed in group meetings. There are those things which were specific to one property and that I held at that property level.

Training down to specific maintenance things, if there was a common problem. If it was a specific property problem I kept it there.

As a regional having all managers together, I tried to have these meetings off site. Reason, not interuptions from staff or tenants; no manager feeling under pressure and preparing for what I call a "Dog and Pony Show"

Then when we have meetings what is it for and does it have to be? Can a simple email or phone call take care of it? When I was a property manager nothing got to me more than wasting time in a meeting that did not pertain to me, did not learn anything, and it was something which was specific to another property. But that may have been a result of how I was brought up in organizations with large staffs.

I have also taken advantage of modern technology with video confrencing as well. Saves time and money. OK, I have started rambling so I will quit :dry:

I think these are all wonderful suggestions. I think it is commendable that you want to connect with the managers and ensure their constant learning. Taking advantage of these opportunities should inspire your team. My only comment really is making sure the environment is suited to the task, that the space is comfortable and that everyone has a chance to share their ideas, too. Letting our hair down a bit will decrease stress and your entire team will enjoy coming to Managers' meetings.