Jo-Anne Oliv­eri

Elite Property Manager - - CONTENTS - Jo-Anne Oliv­eri, CIPS, TRC, is the Founder and Manag­ing Di­rec­tor of PM busi­ness so­lu­tions com­pany ire­viloution in­tel­li­gence. For more in­for­ma­tion visit ire­

With so many tasks to over­see, team mem­bers to su­per­vise and clients to com­mu­ni­cate with – not to men­tion find­ing the time to mar­ket your busi­ness – it can some­times feel like you're run­ning on empty as a prop­erty man­age­ment prin­ci­pal. But the good news is that there is a way to struc­ture your busi­ness so your op­er­a­tions run like clock­work and you can seam­lessly man­age ev­ery day.

All it takes are the fol­low­ing six steps.


Sys­tems that start with the fu­ture in mind

You must im­ple­ment sys­tems that can be eas­ily scaled as your busi­ness grows. Many prin­ci­pals do not pre­pare work­flow pro­grams when they start their busi­ness, let alone pro­grams that will still be ef­fec­tive when their busi­ness ex­pe­ri­ences growth. But if you want to struc­ture your busi­ness so you can seam­lessly man­age your day, both to­day and into the fu­ture, im­ple­ment scal­able sys­tems for ev­ery task now.


Man­age your growth

Struc­tur­ing your busi­ness so you can seam­lessly man­age your day re­quires you to de­lib­er­ately scale growth, which re­quires a ‘growth ma­trix'. A growth ma­trix al­lows you to mon­i­tor the num­ber

of doors man­aged and know when to re­cruit more team mem­bers, who to re­cruit and which roles the new re­cruits will be em­ployed for. In­vest­ing in a growth ma­trix en­sures your dayto-day op­er­a­tions run smoothly as you grow.


Take con­trol of your team, tasks and clients

To en­sure ev­ery day runs seam­lessly, put your­self in con­trol of your team, tasks and clients. Start and end each day with a team hud­dle, so you can del­e­gate tasks to main­tain work­flow and keep track of progress. It's also a good idea to switch clients from one port­fo­lio to an­other when ap­pro­pri­ate.


Con­sis­tent ser­vice stan­dards

Set your ser­vice stan­dards from day one. Your team must know what level of ser­vice needs to be de­liv­ered, and your clients must know what they should re­ceive. The only change in ser­vice stan­dards should be when they are bet­ter than ex­pected. Re­mem­ber, the client's re­la­tion­ship is with your busi­ness, not with an in­di­vid­ual team mem­ber. Con­sis­tent ser­vice stan­dards must be main­tained re­gard­less of which team mem­bers your clients deal with.


Lead your busi­ness

Take the reins and en­sure an ef­fi­cient work­flow is achieved. When your team are clear on their roles and re­spon­si­bil­i­ties, and clients un­der­stand their roles and re­spon­si­bil­i­ties too, ev­ery­thing works in per­fect har­mony. It takes a con­duc­tor to make this work, and that role must be filled by you. This is how you can en­sure that whether you are in or out of the of­fice, tasks are al­ways com­pleted and ser­vice stan­dards are al­ways main­tained.


Spend to earn

If you con­trol your spend­ing, you can con­trol your busi­ness. A good rule of thumb is only to spend if it al­lows you to earn. Spend­ing should gen­er­ate sav­ings by achiev­ing in­creased earn­ing power on doors man­aged and re­duce ex­pen­di­ture on man­aged clients and prop­erty. Do­ing this helps you gen­er­ate higher profit mar­gins through higher rev­enue re­turns, which gives you the funds to hire more team mem­bers when nec­es­sary so you can mul­ti­ply your­self. This strate­gic spend­ing em­pow­ers you to main­tain con­trol of your busi­ness, so you can main­tain con­trol of your day, ev­ery day.


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