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How will you be remembered? What do your behaviors say about you?

“Experience” is, in its purest form…Leadership BRAVERY.
It is Leadership Bravery in making choices that enable your people to rise. It is clearly knowing and living conscience-led decisions about what you will and will not do, to grow. It is leaders who model behaviors honoring customers and employees – that everyone can model across your entire organization. And it is honoring customers’ lives in how you enable them to achieve their goals, make them feel honored and respected, and in the end…earn their admiration for how you conduct yourself in business, and for the kind of people you are.

Are our employees
thriving?
0/9
Questions Answered
DO WE NURTURE A THRIVING ENVIRONMENT FOR EMPLOYEES? Do we elevate the spirit of our people; inspiring them to bring the best version of themselves to work? Do our solutions and actions deliver congruence of “heart” – what people know is right and “habit” – what they are encouraged to do at work? Do we make it easy and a joy to deliver care, empathy and value?
1.
We make employee selection a priority. We extensively screen and select people who share our organizational values. We always approach recruiting as hiring partners…. not filling positions. We have established our own unique hiring and selection processes to find people who align with our values, so we can trust them to rise.
2.
We invest heavily in training and development to prepare and enable peak performance. We invest in prepared and enabled employees.
3.
We consider all of our people to be “Memory Makers.” We enforce our responsibility for delivering memories in the processes we build, the solutions we develop, and in the interactions we have. We give everyone the encouragement, time, information, and permission to be a memory maker – no matter their role.
1.
We continuously identify and remove barriers to our people delivering Genuine Care to residents. We believe in the words of our people and consistently listen to understand and elevate their role in improving residents’ lives.
2.
We prepare for our people to extend grace. We proactively identify where employees need to “make the call” and prepare them to act with honor and make exceptions when warranted. We honor the dignity of employees by removing unnecessary rules and policies. We release control so employees can innovate and solve problems.
1.
We believe Genuine Care and acts of admirable behaviors grow our business. We coach people to take the initiative on behaviors that earn admiration– and to challenge processes, actions and rules that do not. We consistently encourage people’s initiative in these matters across our organization.
2.
We reward and recognize employees for innovation, ingenuity and thinking on their feet. We reinforce our belief in employees. We celebrate taking risks, doing the right thing and making informed decisions. Our leaders model caring behaviors, and they celebrate and promote people for their caring behavior.
1.
We check our bias at the door. Our growth is earned through inclusive and respectful behavior. We do the work to eliminate unconscious bias with residents and actively work to remove any bias in our industry. We prepare our people to remove unconscious bias with each other.
2.
We show up as a “caring” company. We elevate everyone’s purpose – uniting all in the mission of improving lives and serving with HEART. We guide cross-company behaviors to develop a “caring” organization. This gives us a leadership lens through which we evaluate process, people and how we enable people to rise.
Do our customers feel
respected
& honored?
0/8
Questions Answered
Do our behaviors and actions say to customers and partners: “We RESPECT you.” “We honor you.” Does respecting people’s time, choices, needs and requirements form the foundation for our decision making and how we run our business?
1.
We reduce “service exhaustion.” When residents need us, we solve things for them completely. We don’t run them around or give them homework. We make it easy on residents by simplifying the actions and steps required to solve their problems. We are on top of it – residents don’t have to check back in with us to find out if they are put back together again.
2.
We honor residents’ time, and their clocks. We show respect, by running our business on “customer time.” We are built for efficiency. We never make residents wait for us or wonder where we are. We give residents control of the schedule, based on their needs, not ours. As a result, our residents feel like we respect their time.
1.
We commit to honoring our residents by “knowing” them. We invest in understanding them – so our residents never have to remind us of who they are, where they reside, how long they have resided with us, who they have interacted with, or how important they are to us.
2.
We enable residents to vacate with grace. We provide a seamless, simple, transparent way to depart that might earn future residency, based on our treatment of residents. We are humble. We learn from the experience.
3.
Our leaders care and want to know what events disrupt residents’ lives. We invest in understanding their experiences – so we proactively reach out when things go wrong and give residents options for how to communicate with us. We insist on keeping residents apprised to give them peace-of-mind.
1.
Across our company, we “talk straight” and have a voice of our own. We deliver “understanding” – not lingo, jargon, and extra steps or paper that burden our residents. We have consistently eased the burden of what forms we require, and how they are submitted – to make residents’ lives easier.
2.
We are available to residents across all channels to accommodate how and when they need us. We remove extra steps, being placed on hold, and anything that suggests, “our process or time is more important than yours.” We make our availability a reflection of how much we care.
3.
We don’t let the boundaries of our organization get in the way of delivering value to residents. We insist our people connect their work across silos– so residents do not get bounced around or experience disjointed experiences due to competing metrics and goals.
Do we enable customers to
achieve
their goals?
0/14
Questions Answered
Do the actions of our business prove to customers that we organize ourselves and act to help them achieve their goals? That we have their best interest at heart? Do we achieve our goals by prioritizing customers goals as mission critical to our prosperity and success?
1.
Everyone can explicitly connect their work to our purpose. We have translated our purpose to our operation and behaviors and to how we enable employees to deliver on our purpose.
2.
We have clarity of purpose for why we exist – and how we exist to improve residents’ lives. Across our entire company, we all know and can state what we want to be remembered for.
3.
We fundamentally believe that in order to grow, we must be a company united around enabling residents to achieve their goals. CUSTOMER goals, not our internal goals, are our first order of business and drive our priorities.
1.
Our people are coached on the skill of listening and understanding. We constantly work to improve our clarity for knowing residents’ goals and what they want to achieve to prove value in their relationship with us.
2.
We formally document and transparently share resident feedback across the organization so that this understanding can guide how we develop our service and our people.
3.
We actively and continuously listen to residents to understand their perspectives and priorities and goals and to translate and communicate them across our organization.
1.
Our compensation, reward and recognition are wired into the achievement of resident goals.
2.
Across the organization, we are united in how we design experiences, processes, services, and technology that deliver residents’ goals. Leaders ensure we are always focused on helping residents achieve their goals.
3.
We have shared metrics across our operations to enable line of sight of residents’ goals across our company and to drive accountability in our responsibility to deliver on them.
1.
Our residents feel that we “have” them when things go wrong. When failures occur, we act decisively, and in their best interest. We speak quickly, give the facts and are accountable and responsible. This is our finest hour.
2.
We have a rigorous recovery plan ready for a company-wide customer crisis. Similar to an IT recovery plan, we have plans to respond if a large-scale customer crisis occurs – we keep our residents informed and aware.
3.
We wire empathy into our operations, policies and processes. We enable our employees to read the situation and extend grace as they see fit. We hire and develop good people – then trust them to make the call to ensure we prove value and keep the customer.
4.
We understand customer emotions and use this understanding to redesign existing experiences and innovate new experiences.
5.
We honor residents by starting with their life and priorities when we interact with them. Their needs drive our actions – not our processes and paperwork.
Do acts of leadership
bravery make us
stand out?
0/9
Questions Answered
DO WE CHOOSE THE BRAVE PATH OF ACTIONS THAT EARN GROWTH AND ADMIRATION? Do we forge our own path, choosing the hard, conscious-led decisions about what we will and will not do to grow? Do we earn growth through transparency, fearless sharing and behaviors that prove we strive for a balance relationship with our customers and partners? Are we clear about how we want to be remembered: and that we stick to actions and behaviors that define who we are as people?
1.
We are humbled when mistakes happen. We put aside ego and bravado. We learn and change from our mistakes. We don’t make excuses or dodge the situation. We ask forgiveness and ACT. We let residents know when something goes wrong. As soon as we know of a service failure, we inform residents and prepare a swift recovery. We focus on and address the root cause.
2.
Leaders’ behaviors inspire what they want delivered. They make decisions aligned to our purpose and communicate them so that everyone has a beacon to follow for their own behavior.
3.
We free people to act. We create an environment in which everyone has permission to do the right thing. We guide and enable employees to take ownership of and encourage them to show their humanity and put customers back together again. All levels in our organization are given this permission and celebrated for these actions.
1.
Two-way trust defines our actions with customers. We actively decide to be transparent with customers. We suspend the fear of sharing information. We fearlessly give customers information, so they can prosper with the knowledge we share.
2.
We focus on earning the relationship, not making the sale. We always deliver transparency about what customers receive. Our leasing experience is uncomplicated and clear, and our pricing is easy to understand. Customers describe their leasing experience with us as truthful and transparent and without surprises. Truth and transparency defines how we lease and serve.
1.
We share all the facts in every situation, so customers can decide what is best for them.
2.
We believe in customers as an asset. Our decisions and choices are guided by investing in them and in our relationships with them. To that end, we remove practices that dishonor residents puts them in a position to question if we value them.
1.
We charge what is fair, not what is possible. We resist the temptation to grow through charging more than necessary for something just because we can. We don’t nickel and dime residents. We work to remove our dependence on fees and charges. We focus on financial growth through adding value.
2.
We honor the dignity of residents. We strive to remove policies and procedures that protect “us” from “them.”