Fan to Player-Critic To Coach

Sports FanWhen you look at team members within your organization do you see fans or players? Are you a coach or critic? What is the difference?

Many of us are fans of a sports team. We do not have to attend practice or strategy sessions. We show up 10 minutes before game time and enjoy the show. When they are successful we celebrate along with them and wear the t-shirt with enthusiasm. However, when they fail to meet our expectations we complain about the players, the coach, and how they play the game. We take the t-shirt off and our enthusiasm begins to fade. Critics take pen to paper or hit the airwaves with their breakdown of all that is wrong.

Players and coaches do not have the luxury of showing up 10 minutes prior to game time. They cannot sit back and enjoy the show. They have to become actively engaged and pursue with passion their vision.

As a team member within your organization are your actively seeking ways to help your organization reach its mission statement or are you sitting back as a disgruntled fan? As a leader are you setting a vision before your team? It is easy to show up to work each day and just respond to whatever happens. Meet with your team to discuss how your department or team can be better. Look for ways to engage each team member in setting the vision for the team. Stop being a critic and coach the team.

Without a vision there will be no passion. Without passion there will be no change. Without change you will get the same results.

Executive Interview: Rob Johnston with First Communities

rob_johnstonI sat down with Rob Johnston, Founder and President of First Communities, for a leadership discussion. What an awesome conversation with a great leader and pillar of the real estate industry. We discussed what the world’s largest can food drive he founded did for his company (“It gave us a heartbeat.”)…why his team loves working at First Communities (“People remain where their needs are met, and they are challenged, inspired, respected, and nurtured.”)…the number one skill he looks for in a senior role(“First, they will have to manage people well”), and other leadership topics.

Rob Johnston founded First Communities in 1978 by striking a deal with a single client. Thirty-four years later First Communities is the premier property management company in Atlanta and one of the top in the nation. In addition to leading the First Communities team Rob is also the General Chairman of the Tour Championship which is played at the East Lake Golf Club in Atlanta. Rob has a reputation for being a great leader, smart businessman, and having a big heart.

Can you tell me the story behind the food drive?

“In 1978 I looked at four key areas where we might have an opportunity to give back. Housing, Education, Health, Hunger. I choose hunger.” Rob tells me the story of the team at Chastain Apartments pulling a red wagon though the community for a week asking residents to donate cans. He is very candid about his disappointment of only collecting 250 cans. He calls a local church to ask if they have any family in need of food. An elderly couple shows up asking if this is the place giving away free food. He gives them a brown paper grocery bag filled with some can goods. The couple begins to cry and proceeds to tell him they have not eaten in several days. When Rob and his team witnessed the effect 15 cans of food could have on someone’s life they felt the call to do more. First Communities would grow their annual food drive from 250 cans to an astonishing 10,000 cans over the next ten years before turning the food drive over to the Atlanta Apartment Association. That food drive that started out with 1 community raising 250 cans is now the world’s largest can food drive. Rob say, “You can’t underestimate the power of an individual. Property educated and motivated they can accomplish anything.”

What did finding a way to give back do for your organization?

“It gave us a heartbeat. People are at their best when they are reaching for a higher calling. It held my company together and bonded us together as a team.”

What is the culture of First Communities and how do you contribute to that culture?

“We have a culture of team work. We are a family. We invest in our team members just as they invest in us. If that means they need a month off from work to deal with family issues we are there for them because they have dedicated themselves to the work of First Communities. I see myself as the “Head Cheerleader” for our culture.”

I understand the 60% of your team has been here 5 years or longer. Your senior executive team has a tenure averaging over 16 years. What do you attribute that to?

Rob talks about how a pay check is not enough to keep a great team. He explains that the culture of First Communities and how people are treated keeps them loyal. “People remain where their needs are met, and they are challenged, inspired, respected, and nurtured. We are always looking for ways to make First Communities a fun place to work.” Rob speaks about a company practice of sending every team members flowers on their birthday. “The bouquets are not as big as when we first started but it is a small token to let them know we acknowledge and recognize them as an important part of this organization”.

On your website under “Our Leadership”  you have a group picture of your executive team titled “Leadership Committee.”  Was that on purpose and what was the thought behind that?

Rob smiles and says “I’m glad you noticed that. That was on purpose. At First Communities decisions are made as a team.” Rob further explains that everyone on the team has to buy into what we are trying to do as an organization. He believes the best way for that to happen is to make them a part of the decision making process. “The best decisions always come as a result of team work.”

If you were filing an important senior leadership role what would be the number one leadership skill you would be searching for?

Rob talks about the unique culture of First Communities and how important it is to preserve. “First, they will have to manage people well. A new person may want to be too academic and not understand the team dynamic we have here at First Communities. I have to make sure they fit in with the existing team. I am very hands on with a new senior management person. I have made some mistakes and had to correct them. They must be accepted by the team they are leading.”

What is the one leadership skill you possess that you believe has helped you the most throughout your career?

Rob immediately answers this question with no doubt in his mind. “Empathy. I understand that my team members here at First Communities have personal lives and go through challenges. We all do. My ability to understand that and be flexible has created loyalty within my organization.” Rob talks about making sure to carve out time to listen to his team and his ability to empathize with their situation whether it is work or personal.

Is there a leadership skill that you feel is lacking in the apartment industry today?

Rob speaks at length about how important it is for a leader to bring along the bottom performers in the company. He measures leadership ability by how a leader handles the bottom 15 percent of their team. “It is not how fast you bring along the top 15% but how fast you bring along the slowest 15% of your team that defines your success. If leaders spent less time complaining, punishing, and firing, and more time encouraging, training, and nurturing they would see better results.” This part of our conversation was very interesting. Culture today would say just fire the bottom 15%. However, Rob sees success as investing time and effort to train them to produce the desired results. “I would rather have a “B” student that works their butt off than an “A” student who thinks he know everything.”

How are you developing leadership skills within your organization?

At this question Rob rises from his desk and proceeds to a credenza that is behind me where he retrieves two books. The first was The Smart Swarm by Peter Miller. The Smart Swarm is a book that studies how bees, ants, and birds work together as a team to accomplish task and what we as humans can learn from them. The second book is The Power of Habit by Charles Duhigg. The Power of Habit is a look into our habits and why we do them. The book also focuses on how we create new positive habits. Rob explains to me that about once a quarter he shares a book with his senior executives on team building and leadership. Once they have had a chance to read the book they sit together and discuss how they can improve. Rob tells his team, “The difference between success and failure is your ability to work with people. The more input you get from your team the more productive we will be.”

What does your mission statement mean to you?

Rob once again gets up from his desk and walks toward a credenza to my right. The credenza is filled with personal and business photos covering years of Rob’s life. In the center of all those photos is a silver 5×7 frame that he retrieves and hands to me. “I have had this for 33 years.” In this frame is the mission statement of First Communities.

  • To provide the best possible apartment home, with the best service, to the best qualified applicants at a fair market price
  • To provide this service to all in a professional and enthusiastic manner operating within owner objectives and policies
  • To provide our employees a nurturing and motivating environment that is profitable, honorable and rewarding

“It is really the basis of how we do business. We work hard to build relationships. We are not perfect. We make errors but we work hard to get it right. The relationships we build with our team members, customers, and clients allow them to see our heart is in the right place. Even when we make mistakes they give us a chance to get it right.”

You have core values of Loyalty, Leadership, Integrity, Commitment, Experience, and Strength. Which one is the most important one to you?

Rob takes a moment. “Kareem would you rather I cut off you leg or your arm?”
I said, “I would like to keep both.”
He says, “Exactly. We have to exhibit them all. I cannot rank one over the other. Our core values are about doing the right thing.”

Get ready…budget season is here again

With summer half way over we start the second half of the year looking to finish strong and begin our preparations for the 2014 budget season.  Yes, it is that time again!  One of the traps we all try to avoid is just taking this year’s budget and adding 5%.  Where did that 5% number come from anyway???  During these tough economic times leaders must look for creative ways to produce realistic budgets that deliver income growth and tighten expenses.  The question is how do you get managers to take a sober look at their current spending habits?  How do you get them to look for creative ways to discover income growth potential?Tighten the Budget

These questions remind me of the 2nd habit from Dr. Stephen Covey’s book, “7 Habits of Highly Effective People.”  The 2nd habit is “Begin with the end in mind.”  This next statement may absolutely sound crazy.  You have to remind your team that you are in business to make a profit.  I know right now you are saying “really???”.  Yes really!  Managers get tunnel vision.  All they see is the task and what they need to purchase to accomplish it.  They also get so caught up in renewal and occupancy percentages that they fail to consider income growth potential.

Before you delve into the budget process take the time to communicate to your managers the purpose of your organization.  Start with the mission statement.  Use this opportunity to help each team member understand how their particular role and department is critical to the financial success of the organization as a whole.  This will allow them to escape the tunnel vision from day-to-day operations and gain a new perspective from a 10,000 ft level.  This new perspective will help them see creative avenues to reducing expenses and discover potential for income growth.  Challenge them to think outside the box on how to deliver upon your mission of delivering a great product or service to your customers while producing income growth to the organization.

Need help focusing your team on the mission?   Reach out to me by clicking here.