A road less trav­elled

WHAT DOES IT TAKE TO be a suc­cess­ful leader who can evolve and adapt with the de­mands of a busi­ness? With over 20 years’ ex­pe­ri­ence in the prop­erty sec­tor, Martin Gra­ham is of­ten asked this ques­tion. Here he ex­plains how a hand­ful of key el­e­ments, in­cludi

Elite Property Manager - - First Person - Martin Gra­ham

find job sat­is­fac­tion rarely does.

So get a solid po­si­tion de­scrip­tion, give it to them and have them come back to you with in­put af­ter they’ve read it. See whether it fits with what they think their role is and dis­cuss it with them.

It’s re­ally im­por­tant to un­der­stand each per­son in­di­vid­u­ally; I can­not em­pha­sis enough the need for one-on-ones.

As a leader, you’re deal­ing with var­i­ous per­son­al­i­ties who are of­ten within a team, all at­tempt­ing to work to­gether. By know­ing your em­ploy­ees and un­der­stand­ing what drives them, you’re in a bet­ter po­si­tion to lead and in­flu­ence them, and re­late to them in a way they un­der­stand.

This couldn’t be more im­por­tant than dur­ing con­trac­tion or ex­pan­sion phases of growth, be­cause dif­fer­ent per­son­al­i­ties re­spond to chang­ing work en­vi­ron­ments and stresses in dif­fer­ent ways.

As a leader you need to be able to adapt, but you also need to nur­ture your em­ploy­ees to adapt too.

I’ve found that in times of

THE ART OF LIS­TEN­ING HAS PROB­A­BLY BEEN THE BIG­GEST AND MOST VALU­ABLE LEARN­ING CURVE I'VE EX­PE­RI­ENCED THROUGH­OUT MY CA­REER.

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