I am convinced that I could win the next season of The Apprentice. In fact, I have thought this since the first season when the people who appeared on the TV reality show were introduced. I watched week after week as these relative unknowns took center stage selling items from push carts on the streets of New York. Honestly, what is so hard about that?

Are they kidding? At the time the first episode appeared, I was the PTA President of my kids’ elementary school and the PTA Council President of all of the school system’s parent-teacher organizations. I was also teaching full time and coaching, not to mention, serving as the Girl Scout Cadet Leader, Chairman of the Boy Scout Pack (is that what they call that position?), and was training all the school system personnel in the integration of technology into the classroom curriculum. That was when a group of parents came to me to see if I could accomplish getting a soccer program implemented at the middle school level.

I did not hesitate to accept the challenge. I did not hesitate, not because I was crazy, but because I agreed that soccer should be a sport included at the middle school level. The people who came to me offered to give me the name of another parent who had been trying to get this approved and added for the past several years. I told them, “No, thank you.” My reasoning was, “Why would I want to hear all about how and why she had failed?” Obviously whatever she tried hadn’t worked. I had no intentions of failing. And I didn’t. It is now a viable letter sport and the feeder program for the high school.

You have heard the expression, if you want something done, ask a busy person to do it. That is so true. I evaluate all projects as to the merits of the project, its viability and how many people are going to be positively impacted by it. I don’t need a title to make a contribution. I just need to be given the opportunity.

How many times do our companies trust their employees to make things happen? How much do companies tie their employees’ hands and tell them to do something anyway? For example, every property in a PMC must build value: value in the eyes of the Residents, Prospects and the overall asset. How do they build value? In my opinion, it starts with building the best teams. The best teams are made up of people who have certain skill sets and who want to share their knowledge with one another. You want to give your teams permission to be creative problem-solvers. You do not want to restrict their ability to get the job done.

The number one thing I see happening within our teams is placing people together with only stop signs in the road in front of them. Why tell a Manager you need turn costs reduced without giving the Maintenance Techs the ability to share their ideas on how to do so? Why tell a Manager that occupancy must improve without allowing the Leasing Team the freedom to brainstorm a marketing plan? If teams are to succeed, they must be given the proper tools to first, do the job right, second, the encouragement to move forward, and third, the ability to make a decision and implement the plan.

Here are a few suggestions that can be done onsite to create value for our teams and improve operational goals.

1. Start using iPads or similar mobile devices onsite. These can revolutionize your maintenance organization and it can turn your leasing consultants into mobile leasing machines.
2. Get rid of the pagers. Instead invest in an after-hours call service or cell phone for the Maintenance Techs.
3. Encourage your Leasing Teams to WALK the PROPERTY instead of always using a golf cart, especially if the Model is located close to the Office. They will see trash, notice cluttered curb lines, and any trouble areas onsite that the Groundsperson may have missed.
4. Use a texting service in your Office. This will help streamline communications with Residents and Prospects.
5. Invest in training sources outside the office. Send someone new to conferences each year. Have that person “train the team.”
6. Implement on-line rent payments. Eliminate the necessity of making bank deposits.
7. Re-evaluate your website – you don’t have to outsource it – but the more professional it is, the more mobile-friendly it is, the better.
8. Teach your teams WHY policies are in place. How many times do you send out a policy change because someone messed up? If people are told why we have vendors sign out keys, or why service requests must be recorded in the work order tracking system, and why you cannot take your lunch break when a Prospect walks in the door, then people are less likely to make mistakes that go glaringly against policy. Don’t just give your employee a policy manual or tell them to check the company intranet to find answers. People interpret information differently when they are on their own.
9. Implement a dress code. I can’t believe I just said that! However, I have come to the conclusion that this will keep your team focused on the goals of the day rather than what they should wear to work. Maintenance teams have always had uniforms and it has always been great that they are easily identifiable as onsite personnel there to assist you.
10. Use a weekly Rate Card that identifies any unit specials. This will totally eliminate a Leasing Consultant from charging the incorrect rent or “making an unauthorized deal” with a Prospect. The Rate Card is not the “Hot Sheet.” It is a very detailed price list that includes all Preferred Employers, and all charges such as application fees, premiums for short term leases, etc.

At the very least, every property team must learn to work together to earn each other’s trust. Without trust the relationships are doomed and the goals will never be reached. I notice each season on The Apprentice, usually, the person who ultimately wins is the person who makes it easy for the team to win, who credits others on the team for their contributions, and who assumes a guiding role. Company leadership must provide the right tools and the right training to every person in order to move the company agenda forward.