Don’t believe everything you think

Improving upon best practices

Don’t believe everything you think. Does that mean what you think is wrong? Does that mean everything up until this point is a lie? Of course not. It is a way to re-examine your thoughts and processes. Best practices are an example of not believing everything you think. A practice may be working smoothly, but that does not mean it cannot change for the better. A central location for communication is important to what I do. There is a common email and phone number we share for all communication with owners, managers, vendors, and tenants.

Not only is this system great for documentation but also creates a hive mind where anyone can pick up where the other left off and continue to produce. Creating this system is simple. Come up with an email address and start up a virtual office phone number. That part is easy. How to communicate effectively with this setup is a monster.

Every day there is a subtle nuance that improves the way this system works. We think the virtual office number is a great idea until the phone number got changed to a fax number. No phone calls coming in and complaints of eardrums being blown out by the loud ringing noise from a fake fax machine is not the best way to implement this system.

Once that is changed, now manipulating the thought process around this system. It is an extra step in making phone calls and sending texts, so it appears inefficient at the beginning. Why can’t I just make a phone call like normal and get things done quickly? Because in the back end, no one knows you made that phone call about the repair unless you write it down somewhere or update the team (often forgot).

This hive mind is a constant checking of what you know and what you thought you knew. The ego plays a large role in the personal challenging of what you know. If you consider yourself smart and you are the boss, your thoughts are rarely challenged. No one pushes back as they take orders from you. So who better to check yourself than you?

Constructive criticism can be difficult to take when you are a leader. A mentor can provide that but is not always around to see the daily inner workings of the operation. People offer advice indirectly through code words or phrases but do not share the truth in a matter of fact way.

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