Regional Property Managers, should they no longer be in the field?

Hi Everyone,

Call me old school, but when I started in the industry Regional Property Managers, where simply that, Regional “Property Managers”, and their duties were simply to be in the field daily ensure the sites properly operate and received support. However, now of days, you see these glorified Regional Managers in nice big offices in corporate suites, always working on some type of report or another. Who is looking after the site? Don’t you think a Regional Manager should really only have maybe “one” true day of corporate office time, and the rest should be spent visiting their assets? I remember when I was a Regional Manager I never had time to be in my office, I was always on the go visiting sites and ensuring my portfolio was meeting their goals. I couldn’t do that behind a desk at corp, so how that is possible with the Regional’s today? What do you think? Should Regional’s be mostly in the field, or am I wrong with my assumption?

I agree ALL RM'S should be out of their offices overseeing the communities.

I'm a bit torn here as I don't care for the "Regional Manager" role/title. I think it's too vague of a title and from what I've seen it's a glorified way of promoting people that are burned out from being on site.

That being said, I know of a number of people that make the most of the role and grow into upper management, etc. I'm not completely knocking the idea, but I'm just not sure many companies even define well enough what it means to be a regional manager.

I guess my question is, why do you need a regional manager at all?

I agree with Mark as far as the title is meaningless. What matters most is are those people doing what their boss or owners want them to be doing.
Pedro, I'm assuming you were promoted from Regional Manager to a higher position, so it sounds like you did it right.

The ONE boss I ever had that ever earned my respect; was one that was willing to get his hands dirty. If a regional manager was spending that much time in his office and not in the field; it means that either he doesn't care about the sites, OR his sites are performing SO WELL, they don't need him!

As a site manager, I would actually prefer that my regional NOT feel the need to be in 'MY House' very often; checking in by phone or email and be available IF I need his input. His time should be spent at sites that are having problems.

Having been a regional manager for some time, I will give you my perspective. I believe the true stewards of a community should indeed be the community manager and the staff on site.

Site level teams do need support and guidance though, if only to keep themselves from being blinded. There is a bad habit of not being able to see the forest through the trees when you've been on site too long. And to be an effective support and leader for your community, a regional manager must visit the sites regularly. I think it is wrong to send a regional to a site to "check up" on a team. If you feel you need to do that, you've made a hiring or training error. I used my visits to pump teams up, to be the face of the owner in many instances and to provide a different perspective to challenges. One of my favorite sayings is "when two people in business always agree, one is unnecessary". I used my voice as a regional to be the other opinion often and to help teams brainstorm their way to better success.

So yes, a regional needs to be in the field and on site, but not to play the role of overseer, but instead to be teacher, cheerleader and mentor.

Such and appropriate and timely question as one of the recurrent conversations at Brainstorming right now is just this.
The conversations that i've participated in and overheard with site staff as well as the execs in attendance seems to be that the "old" concept of the RPM is dead. The new and successful RPM is one that is more of an advocate, a liason between "site and suits" and a mentor. Think of the Nanny McPhee theory. When you need them but do not want them, then they must stay. When you want them but no longer need them, then they must go.

For me, personally and profesionally, my needs from an RPM or the like were evolving. As I grew in the field, my needs decreased. Don't get me wrong, the check and balace function of an RPM is invaluable, but i truly believe that the title and the tradional function and role are increasingly fading from the needs and expectations of our industry.

This is one case where "one size" does not fit all. Depending on the number of sites, capabilities of team leaders, management company structure, etc., there is no one answer. First, a regional should not be the "check up on" person. If a regional needs to constantly checking up on his sites, he has the wrong people at the sites. Think more of the regional as a "Leadership" role not as a manager, which is why the the term "Regional Manager" in my opinion should be more "Regional Director." Leading or directing people not to do the job because they have to...but because they want to. For that reason he or she also must be someone who is a strong trainer, motivator, communicator, and listener. Maybe the site personnel are looking at this because they feel they are being managed and not lead. Unfortunately, the roles of regional managers have changed and not necessarily for the better. Reports, conference calls, responding to emails, and other tasks can take away from "effective" site visits. If a regional is active at the sites on a regular basis and involves the entire team in the visit, it does not come across as an inspection or someone looking over their shoulders. A regional also should give the site the attention deserved and not spend time staring at their Blackberry. I have attached a file related to leadership I believe is important and relevant. Remember, there are distinct differences between leadership and management. This position in my opinion will always be important (of course I am a regional myself), however, how it is perception by the site team that makes it relevant.

Thank you all for such great responses! Thanks!

Regionals were also partners helping managers with compassion and not micromanagers to the inth degree.
What about motivating managers on the front lines out there with their staffs. A regional that can motivate a manager is a true gem. Equal respect etc.
2 cents for my thoughts.

Very well said Sondrah...Spoken as a True Leader. Thank You!