December 8, 2025 • 47 mins
What if the smartest leadership move isn’t doing more, but knowing what to drop? We sit down with Jaime Rauscher, President of Property Operations at Hamilton Point Property Management, to unpack the “glass vs rubber” mindset that’s reshaping how teams work, rest, and make better decisions in multifamily. It’s a simple filter with big impact: protect what’s fragile: family, health, integrity; and let the rest bounce without guilt.
We get candid about remote work realities, from boundary-setting to avoiding the quiet grind that leads to Sunday Scaries. Jamie shares how she normalizes rest, celebrates life outside of work, and still keeps a high-performance bar. We dig into coasting, why it surfaces quickly in output and initiative, and how to pair psychological safety with direct accountability. Her measure of success is refreshingly practical: watch for proactive feedback. When people bring risks and solutions freely, the culture is working.
You’ll also hear a bold, human-centered experiment that paid off: a one-time $500 concession paired with waived late fees to help residents on the brink get current and stay current. The result? Fewer evictions, lower turn costs, and stronger community stability. Along the way, we talk about simplifying operations with handwritten notes that cut through automation, and we compare what truly differs (and what doesn’t) across manufactured housing, student, and luxury assets. No matter the property, residents pay for a promise: working amenities, responsive communication, and respect.
If you lead teams, manage properties, or care about resident experience, this conversation offers practical plays and a mindset you can use today. Subscribe, share with a colleague, and leave a review telling us: what’s your glass ball this week?
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Carrie Antrim on LinkedIn: https://www.linkedin.com/in/carrieantrim/
Multifamily Women® Summit: https://multifamilywomen.com/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:20):
Hi, and welcome to the Multifamily Women Podcast.
I'm your host, Carrie Antrim.
Today I'm joined by JamieRouscher.
Jamie is the president ofproperty operations at Hamilton
Point Property Management.
She leads all the strategicdirection.
She oversees all operations forHamilton Point, and we're going
to dive deep into what she'sexcited about right now.
(00:42):
I met Jamie when she firstjoined the Multifamily
Innovation Council, and I knewright away I wanted her to speak
at the Multifamily Women'sSummit, which she did.
And I'm just so excited to haveher on the show today.
So let's welcome Jamie to theshow.
Thanks for having me.
Yeah, well, thanks for sharingthe time today.
I'm so glad to have you as aguest on the show.
(01:02):
Excited to be here.
So I want to start.
I want to, I mentioned that youspoke at the Multifamily Women's
Summit.
I want to start with that.
I'm going to take us back andI'm going to actually play a
clip of you, of something thatyou shared on stage that is
still resonating with ouraudience.
And so let's take a look at thatclip.
Let's roll that right now,please.
SPEAKER_03 (01:21):
Tell my team all the time, you know, figure out
what's the glass ball, what'sthe rubber ball.
Your family, your kids, yoursignificant other, the that's
glass.
You drop that, it's gonna break,you're gonna have a mess to
clean up.
Almost everything else,work-related, is a rubber ball.
It's going to bounce back andyou'll catch it on the bounce.
(01:42):
Um, I I heard someone once say,I can't remember who it was, but
he said, at no point has a verysuccessful person passed away,
and the kids stand up at theirfuneral and say, I will, I will
always remember that my dadnever missed a meeting.
I mean, they they don't yourkids won't remember that.
Your significant other's notgoing to remember that.
(02:04):
And it's hard because you won'tbe the person that can be
counted on, but you also have toconsider what's quantity and
what's quality.
You can give people a lot ofstuff, but if there's no quality
behind it, it's you know, it'sjust trash.
SPEAKER_00 (02:22):
So that line, figure out what's the glass ball and
what's the rubber ball, that hashit leaders everywhere, even
outside of multifamily.
We posted that on our socials,um, blew up on TikTok, so it's
really resonating with leadersacross the world.
I'm wondering, Jamie, how hasthat mindset changed the way
you're leading teams today?
SPEAKER_03 (02:45):
Yeah, I mean, I think as leaders, our leadership
style is going to evolve.
Um, I think the more a lot oftimes it's the more confidence
you have.
Uh sometimes we feel like weknow what might be, you know,
rubber and what might be glass.
And maybe we don't have theconfidence to say, hey, this is
(03:09):
what's glass for me.
Um so I think confidence is ispart of it.
Um and you know, as you continueto learn your leadership style,
not everyone's gonna lead thesame way.
Not everybody's the cheerleader,not everybody's the quiet person
in the background.
You find what you're comfortablewith, what works for you, and
(03:32):
then you execute that the bestway that you can.
Um, but I think for mepersonally, it was uh just
building the confidence to beable to take the stand to say,
here's here's you know, here'swhat's rubber, here's what I'll
allow, you know, to drop, andhere's what absolutely can't.
SPEAKER_00 (03:53):
And I mentioned, you know, in your intro, you I'm
sure wear a lot of hats in yourrole.
And I don't know specificallyyour background, you know, where
you started, but what lessonswere there glass balls that you
dropped along the way thathelped you build that kind of
like, okay, I dropped this glassball, but the world didn't end,
or I dropped this rubber ball.
(04:13):
I like you said in your clip, Ipicked it up on the bounce, like
we're good to go.
Were there certain lessons thatyou learned in your journey from
where you started that gave youthat confidence to now lead the
way that you do?
SPEAKER_03 (04:24):
Oh, yeah.
I think it's if you're thinkingit, whether you're a new leader
or not, you're not always goingto know what what's glass and
what's rougher.
No one is gonna know from dayone, okay, here's here's my deal
breakers.
Um, you won't find those outuntil you break it.
(04:46):
And if it shatters, that's whenyou'll know, wow, I I thought
that that was something I waswilling to let go of, but now
it's shattered and I've got toclean it up.
You know, whether that's noteverybody's gonna have the same
glass ball.
Uh, not everyone is gonna lookat uh, you know, certain things
in their life the same way.
(05:08):
Uh, you know, you may not thinkthat your health was that
important.
You're so busy taking care ofeveryone else, whether you're a
parent or whether you're caringfor a parent.
Um, with children, you don'talways think of your health as
something that's glass until youhave a health issue and then you
realize that's important to me.
(05:29):
Uh, for some people it's faith.
Uh, you know, you may not thinkthat your faith is important as
it is until you come to a pointwhere you need it.
Um, so sometimes it sometimes itchanges.
Um, but I think a lot of timespeople figure it out just when
(05:50):
something breaks, unfortunately.
And that's when you know, andthat's when you need to really
take that seriously.
Um you don't let it break twice.
SPEAKER_00 (06:02):
Yeah, that's really important.
Um, I think that it's hard asleaders too, we're making
decisions all day long and tohave to try to sit and figure
out, okay, you know, where's theglass, where's the rubber in
this situation?
I wonder how you balance thatwith just, we also just got to
get stuff done.
(06:22):
I can't sit here and pondereverything all day long, like if
this goes bad, you know, likeyou said, and then you just have
to move forward.
And sometimes it's gonna breakand sometimes it's gonna bounce,
and sometimes it's gonna gogreat, and you don't have to
worry about it.
But I like what you said there,that yeah, there are times,
especially with our health andour well-being, I think that
we're always on the go, so busy,taking care of others, family,
(06:43):
employees, all that stuff.
You don't even know untilsomething smacks you right in
the face, right?
And you're like, Oh, maybe youshouldn't have dropped that one.
Yeah.
Yeah, shouldn't have droppedthat one.
Hindsight is always 2020.
It's weird how that works.
It's beautiful.
Do you see your team trying tofigure out their own version of
what's glass and rubber?
(07:05):
Like, how do you guide themthrough that?
Are you helping lead the way?
Oh, sure.
SPEAKER_03 (07:09):
Yeah, no, that's that's huge, hugely important.
Um, with my particular team, uh,each one of us are remote.
Uh none of us work in the sameoffice together.
We're in, I think, seven oreight states.
So when we see each other, uh,more often than not, it's via
Zoom or some kind of FaceTime.
I do see that with them becauseif you're working remote, um I
(07:34):
think you have to be verycareful about how you prioritize
your day, whether you're workingat home or you're working uh at
various sites, you know, ifyou're if you're a regional
manager, for example, um, it'svery hard to stay disciplined in
(07:55):
your work day.
You know, stopping to eat,stopping to walk away from
something.
Uh I think when you're in anoffice and it's structured, you
know, you start seeing peoplearound you get up to go eat
lunch, like, oh, I should go eatlunch.
Uh, people start turning theirlight off at the end of the day
to go home.
That's your trigger to go home.
(08:16):
When you're remote, you don'thave any of those triggers.
So it then becomes yourresponsibility to say, okay, I
know what my body needs, andI've got to make sure that I
that I take care of it.
Um with my team, it's you know,please don't let your vacation
roll over to the next year.
I hate when that happens.
(08:36):
Um, and it does happen, youknow, but you know, you you
should use your vacation time.
Use the sick time if you needit.
Um take a half a day off.
If your kids got something goingon at school or you need to help
your parents with something, doit.
(08:58):
You you won't get that secondchance.
We can reschedule a meeting veryeasily.
It's it's not, you know, it'snot uh a crucial thing.
But, you know, and that's whenit goes back to what do you hold
as glass?
What's glass to you, um, andprioritize it.
Because I feel like if if youdon't prioritize it after a
(09:20):
while, that will start to wearon you.
Even though it's a decision thatyou made yourself not to take
care of that glass thing, youstill know you're not taking
care of it.
And I think that can affect usas leaders where either you're
becoming resentful, um, you'retired.
(09:40):
I feel like it kind of wears youdown a little bit.
You know you're not making goodchoices.
Um, so yeah, I I I encouragethat.
I I see them doing those thingsmainly because they know it's
completely expected of them.
SPEAKER_00 (09:57):
That's an amazing, very enlightened leadership
style.
I feel like me, for mespecifically, I was raised in
such a way that it's like, youknow, you you do what everything
you have to do, nose to thegrindstone, like boots on the
ground, you're working sunup tosundown, whatever's necessary to
get the job done.
And the thought of taking a sickday or a vacation can be scary,
(10:20):
um, especially for up-and-comingleaders who want to prove
themselves, like, yes, I gotthis, I can do this, I'm
committed, I'm loyal.
How do you help them find thebalance between, yes, we see
that you're loyal, you're doinga great job, but also like you
need to take care of yourselfbecause all the things you just
mentioned are gonna happen ifyou don't stop to actually take
care of yourself too.
Right.
Where's the balance between thatand how do you foster that?
SPEAKER_03 (10:44):
Yeah, I mean, I'm I'm not gonna micromanage
someone and say, hey, it'sNovember, why haven't you put in
your PTO yet?
Uh, you know, I'm not gonnaforce somebody.
But what I what I do oftentimesis when we are having a group
call, if somebody's going onvacation, like we'll talk about
where they're going, whatthey're gonna do.
(11:05):
If they just got back from thevacation, we're gonna talk about
where'd you go?
What'd you do?
That way it's it's almost itbecomes part of uh the
conversation.
Yes, we're talking about workand we're talking about all
these other things, but we'regonna make time to acknowledge
that this person went on thisvacation, they had a great time,
where they're getting ready togo.
Um, you know, somebody's kidsare getting married, we talk
(11:28):
about all of those things sothat it just becomes as big a
part of the conversation asanything else we're talking
about.
Um, and I think when when peoplesee other people taking the
vacations, uh going on the funtrips, and we're all celebrating
it and excited about it, theyfeel very like, okay, well, this
(11:50):
is this is part of the climatehere, and and I'm gonna take
advantage of it.
SPEAKER_00 (11:57):
Yeah.
Also, I think being remote thathelps too, because that's I
mean, that's typical talk whenyou're in an office setting.
You're gonna talk with yourcoworkers and hey, oh, hey, you
just went to Hawaii, how was it?
Right?
Oh, I went last year.
You know, you're gonna have thattypical like water cooler talk.
So I think that's really coolsince you said you're all
remote, that you're actuallybringing in that personal
experience um over Zoom orFaceTime.
(12:20):
Right.
Yeah, absolutely.
Now, you obviously have workedaway your president.
Now, I'm wondering, um, wasthere a point where uh in our
pre-call, you you mentionedchasing the dragon, right?
First one in, last one out.
Um, I always think of the moviedating myself here, the movie
(12:40):
Working Girl, where she's ridingthe train to work in her tennis
shoes, and then she gets to herdesk and she puts her high heels
on.
Do you remember that?
Right, yes, pulls them out ofthe drawer.
I love it so much.
But um, was there a point whereyou were like you felt confident
enough that you didn't have todo that anymore?
Because clearly, you know,you're very successful
(13:00):
successful, you're a greatleader, and so teams to fr to
take the the time that they needfrom okay.
I just I uh again, back to theglass ball.
Like the ball's gonna break if Idon't do something.
SPEAKER_02 (13:18):
Right.
SPEAKER_03 (13:19):
Um I think I mean, I I definitely was in that
environment where it was, youknow, who was working the most
hours.
Um, I can remember sharing acube with someone that actually
brought in uh this was when IVfluids became a big thing.
(13:40):
Yes.
And so he the IV fluid peoplecame to him.
Uh-huh.
And it was like we were all justlike, wow, you're so dedicated
to this place and this job thatyou're bringing in this
third-party group to hook you upto an IV in the office while
(14:04):
you're on a call.
That's how dedicated you are.
Yeah.
Um, and you know, that's that'show uh success maybe was kind of
uh measured there of you know,how willing, how far are you
(14:25):
willing to go to be successfulhere?
Um after a while not to simplifyit, but you get tired, you get
worn down, you just you stopenjoying it.
And for me, I it was always likethis Sunday afternoon anxiety.
(14:51):
Oh, yes, the Sunday seriesworked in an environment where
you were so unhappy, even if youlike the people, but you were so
unhappy that Sundays, and Iswear it's like one or one
thirty in the afternoon.
Yeah, it's something about afterlunch, you know the weekend's
coming down, and we're about tohave to start this all over
(15:11):
again.
And I did that for three yearsjust Sunday afternoon, just
being such high anxiety, yeah.
Uh knowing another work week.
And when I walked away fromthat, I was amazed.
Number one, at just thedifference in just my own
(15:34):
well-being, but absolutely likeblown away that I allowed myself
to do that for three years.
Yeah, I don't know why.
Still, I'm not sure exactly why,except that it just felt like
the thing to do, yeah.
Chasing the dragon, chasing, youknow, that next success.
(15:55):
Um so I I I tell people ifyou're ever in a position,
whether it's work or whatever,where it starts to impact you to
that level, where you're you'respending time being anxious
about it.
Like you gotta, you have to cutthat out.
You gotta change it, you gottaleave, you gotta do something.
It's not worth it.
SPEAKER_00 (16:15):
Yeah, that is a great analogy.
I I hear about the Sundayscaries all the time.
I've experienced it.
I had a job once many lifetimesago where it the Sunday scaries
would start on Saturday, and Iwould be thinking, okay, it's
Saturday.
I I gotta make the most of todaybecause tomorrow's Sunday, which
basically means the weekend'sover because then Monday comes.
(16:36):
Like, I would really in it bad.
So I totally relate to that.
It's rough.
It is rough.
SPEAKER_03 (16:42):
It chills kind of when you relive it.
SPEAKER_00 (16:44):
You're like, yeah, how did how did I live that way?
Oh, it's so hard.
Yeah.
But um so on the flip side ofthat of working too much, how do
you um manage maybe likecoasting or someone who could be
taking advantage of the the thethought that, oh, I'm supposed
to use my PTO, I'm supposed todo all these things.
(17:05):
I'm just gonna kind of co do allthat and I'm gonna coast along.
unknown (17:08):
Yeah.
SPEAKER_00 (17:09):
Yeah.
SPEAKER_03 (17:09):
I mean, it it's it's easy to for some people, I
think, to kind of fall into thatuh that habit of you know,
things are so relaxed, we dohave so much autonomy here.
Uh I I find that that peoplethat have that mindset don't
(17:34):
want to be in that environmentfor very long.
Um they s again, my experience,they seem to coast for a while,
and then after a while it's likethe coasting just doesn't it
doesn't lead to anything.
(17:56):
So I find that people are morelikely just maybe it's the quiet
quit, you know, people justdon't coast for very long, in my
experience.
They they will coast for a whileuntil they realize like, okay,
this is just not for me.
And then, you know, they leaveand go somewhere else.
Or maybe it's just a differentrole that they needed to be in.
(18:17):
Um, but I think you that'sthat's visible pretty quickly.
And when it is, you have toyou've got to acknowledge it.
You can't just kind of go, oh,you know, they're just doing the
minimum to get by and we'll dealwith that later.
You've got to, you do have toaddress it pretty quickly.
And that's tough.
Um to think in leadership, someof the hardest things are when
(18:41):
you have to have the toughconversations.
SPEAKER_00 (18:44):
Yeah, the hope is that they'll just kind of
self-select out, right?
Because it's not fulfilling tonot be successful, you know, in
in anything you do, right?
And I do see I agree with you.
I think that's hard to maintain,even though it's like, oh, I got
a cushy job, I got I work fromhome, I'm in my gym, you know,
whatever the story is, right?
(19:04):
Um, that's only fun for so longuntil you're like, what am I
actually contributing?
You know, or this is notfulfilling for me.
So yeah, I agree.
What when it doesn't self-whenit doesn't happen, then yeah,
then the tough conversationshave to happen.
That is really hard.
That's not the most fun part ofleadership.
For sure.
Yeah.
(19:25):
Um, how do you, for yourself,how do you personally measure
success for you, for your team,when it's not about, you know,
the amount of hours worked andwho's in first and last and all
that.
How are you measuring success?
SPEAKER_03 (19:41):
Um I think that you can best measure success in your
team by how freely and openlythey give you feedback.
I think that if employees feelgood about where they are, they
(20:04):
feel good about what they'recontributing, there's a certain
level of confidence that comesfrom that.
And with that confidence, youwill find people that are very
quick to come up and say, hey, Inoticed something.
I'd like to make a change onthis, or I noticed this, this
(20:24):
could potentially be a problem.
I think when you see that, whenyou see that real proactive
feedback, and not justproactive, positive, but but
real looking ahead, problemsolving that high level of
autonomy.
To me, that's when you know thatpeople are happy, they feel good
(20:44):
about it, they feel confidentenough to say something.
And they feel confident knowingthat someone's gonna listen and
probably take action on it.
Um, I think that's to me one ofthe clearest ways to measure it.
SPEAKER_00 (20:58):
It's a great feeling as a leader when someone comes
to you with something like youjust mentioned, either positive
or negative.
But to me, it signals like theycare.
They have the forethought to,oh, this could be a problem, or
here's an opportunity we'remissing, or you know, something.
That feels so great as a leaderbecause you know that they care
(21:21):
enough about the company, abouttheir success to come to you and
say, this is what I'm seeing.
You know, I just wanted to sharethis with you.
I I love that.
SPEAKER_03 (21:31):
I think that's a great indicator that they're
they're it's not always it's notalways about turnover, you know,
how long people stay with you.
Um, I mean, that certainly canbe an indicator, but I think
when you have teams that willopenly contribute proactively,
uh, that's when you know you'reyou're heading in the right
(21:51):
direction.
SPEAKER_00 (21:52):
Yeah.
How do you so how do you teachthat?
How do you teach someone thatit's okay to make a decision or
it's even if it's the wrong one,um, you know, you've got their
back.
Like you're in it for them.
SPEAKER_03 (22:06):
Yeah.
I mean, again, we're not in thein in my environment, we're not
in the same office, we'reremote, but we are pretty open
about talking about whatsomeone's really good at and
what somebody's not great at.
In a joking way, but I I've gotI've got incredibly talented
(22:29):
people on my team, but I know ifthere's a particular problem,
somebody on the team is gonnaknow how to better solve it than
someone else.
Right, of course.
Everyone's good, very good atcertain things.
And it it's it's funny sometimessomebody will do something.
It was like, I cannot believeyou did that.
(22:49):
And then, like, I have no ideawhy I did that.
And so we'll all talk about it.
Like, if this ever comes upagain, y'all don't let him do
it.
Because you know what I've beenlike, so it becomes a very open
thing where everybody knows thatthey're very good at something,
and everybody knows that there'ssomething that maybe they need
to work on, and it's just it'san open dialogue.
(23:12):
Um it can catch people off guardsometimes where they're like,
Did you just say that about him?
Like, he knows or she knows, sheknows that that is not if if
you've got to uh you know handleuh an upset investor, don't let
(23:33):
her talk to him.
You know, it just becomes it'san open dialogue.
Yeah.
Um and I think that alsocontributes to the confidence
where you're acknowledging, hey,you do not have to be good at
all the things, but you do needto be really good at a couple of
(23:54):
things.
SPEAKER_00 (23:55):
Right.
We hired you, you're part of theteam for a reason.
There there are things you areexcellent at, but like your Ivy
Drip guy, like you don't have tobe excellent at every single
thing.
Something we always ask peopletoo, uh new hires or in
interviews, like, what do younot like doing?
Like, what are the things thatif it's on your task list,
you're gonna put to the bottombecause you're like, I don't
(24:17):
want to do this.
This is not my in my wheelhouseor my unique ability or
whatever.
Like, I think that's importantto know too.
SPEAKER_03 (24:25):
Yeah, I mean, when I was a property manager, the
thing that I dislike the mostwas showing apartments.
That's a huge part.
SPEAKER_00 (24:35):
Kind of.
I mean, that's kind of success.
SPEAKER_03 (24:38):
And I can remember like it would be like 5 45, and
this was, you know, the officewas closing at six, and I'd be
like, I cannot wait to lock thatdoor.
Please, I'm here by myself,please don't let somebody come
in.
I just disliked that so much.
And I'm and because I dislikedit, I was also not great at it.
(25:00):
Uh, so I knew I had to havepeople in that office that were
excellent at it because they hadto pick up my slack.
Uh, I mean, my closingpercentage was like 9%, or it
wasn't good.
SPEAKER_00 (25:15):
But look at you now.
Look where you are now.
SPEAKER_03 (25:18):
You made it through.
You surround you have tosurround yourself with people
that are better at what you arenot good at.
Otherwise, you'll never you'llnever make it.
SPEAKER_00 (25:30):
So, on our pre-call, uh talking about this podcast,
you told me a story about amanager you had came up with an
idea to give a concession onrent to help people get get
caught up on rent.
Do you mind telling that story?
Because I thought it was soimpactful.
And it demonstrates um howeverything we've just been
talking about, how she feltcomfortable coming.
(25:51):
She knew it was kind of afail-safe environment.
Maybe you were a little nervousabout it, but you Do you mind
telling us that story?
SPEAKER_03 (25:58):
Yeah.
Um, this was uh actually fairlyrecent.
It was in the past six to ninemonths.
Uh, you know, in multifamilyright now, it's you know, the
environment right now is, youknow, rents aren't growing like
we got used to post-COVID.
We're giving away concessions.
(26:18):
You've got you've got staffreally that if they're new to
the industry, maybe they werehired on when concessions
weren't a thing, and nowconcessions are a thing.
So with that, it's led to, Ithink, an increase in uh
delinquency.
And this manager came forwardand she said, you know, look,
(26:40):
I've got 16 people or whateverthe number was that I'm gonna
need to file eviction on.
And I feel like if I could waivethe late fees and maybe give
them a one-time concession of$500, whatever the dollar
amount, I think they can getcaught up, and I think they'll
stay caught up.
(27:00):
And not something that we hadever done before.
Uh, but we knew we didn't have16 evictions.
So she did that.
Um, and this was like I said,about six, nine months ago.
And half of those 16 were ableto come current and are still
current.
(27:20):
You know, there was something intheir life that was impactful,
caused them to get behind.
They couldn't get caught up.
But you know, once you add onsomeone's late fees, the legal
fees, and then they have to paythe next month's rent.
There's not many people in anyuh area that that can come up
with that.
(27:41):
Um so I thought it was a reallygreat suggestion because it
showed me a couple of things.
Number one, she was actuallythinking about the business of
it.
So if this person owed me$2,000and they came to me and they
said, okay, I'm I I can't giveyou$2,000, but I can give you
(28:03):
$1,500 or nine, what would youpersonally do if that person
owed you$2,000?
You would probably just say,just give me the$1,500 and you
know, we'll just consider theother$500, just we're not gonna
see it.
And I loved that thought processbecause it just showed this
(28:25):
person's truly thinking aboutit.
And also being aware of just thereality of someone's situation
that when you get that farbehind, that sometimes you need
to do just a simple thing like,hey, here's a one-time
concession.
And at this property, if thisperson was evicted, we're gonna
turn the unit, we're gonna writeoff the rent.
(28:48):
I'm gonna give a month's freeconcession to get it leased to
another person coming in.
So why not take a fraction ofthat and keep a current
resident?
Uh it worked out great.
We've done it at two or threeother properties.
Extremely, extremely wellreceived.
(29:08):
Um, and I'm just very gratefuland thankful that she felt
comfortable enough to bring thatforward.
Because that's a pretty, youknow, it's a little the craziest
thing, but it's a little outthere.
It's it's very different fromhow you would typically approach
something like this.
Um, and it was it was a greatsuggestion and it worked well.
SPEAKER_00 (29:32):
Yeah, that's amazing on a lot of different levels.
Like you you mentioned, she wasthinking uh of it in a business
sense, right?
Does this make sense for thebusiness, but also human?
Like you said, uh life happens,things happen.
And when you're not only whenyou get behind, but then you're
adding on late fees and like yousaid, legal fees and all these
(29:53):
things, it can feel sooverwhelming.
And for her to be able toidentify that and and say to
herself, okay, you know, theseare just humans, these are
people, these are our residents.
Like, how can we make it a winwin for everyone?
I think that's great.
Was it scary for you when whenshe first came to you?
Like you said, you'd never donethis before, kind of not out
(30:15):
there, but like not typical asfor you as a leader, where
you're like, okay.
Glass ball, rubber ball, whathappens if this doesn't work?
SPEAKER_03 (30:23):
I looked at it as the absolute worst thing, like
the worst thing that couldhappen, is they all get a$500
concession, they pay theirbalance, and they get laid again
the following month.
I mean, I was just trying toweigh it out what is the
(30:43):
absolute worst thing that couldhappen.
Uh, I joke with my team, youknow, every quarter I like to do
a uh, you know, ask forforgiveness thing.
That's a I've learned that frommy children, just ask for
forgiveness later.
And I joke, you know, I can dothat once a quarter.
(31:03):
I can't do it any more thanthat.
Um, and I kind of tell them thesame thing, just you know,
sometimes it's just have theconfidence and the mindset, you
know, we we overcomplicate somany things in multifamily.
The software is complicated, theleases are complicated, the
(31:26):
processes are complicated.
Um, we're going back tohandwritten guest cards with a
copy of the thank you cards theywill do it.
I haven't done that since 2006.
But I really believe that if aprospect gets a handwritten note
in the mail, it will be the onlyhandwritten note they get from
(31:47):
any tour that they did.
Um, and so we're going, we'rekind of going backwards a little
bit.
We still rely heavily ontechnology, but you know, that
was another suggestion that wasmade.
Just a very simplified approachto something.
Um, when you provide housing topeople, that is one of the most
(32:08):
personal things you can provide.
Uh, it's it's where they sleep,it's where they raise their
family.
It's it's a very personal thing.
And if you lose that personalmindset of these are people, uh
you you can get in a little bitof trouble, I think.
SPEAKER_00 (32:29):
Yeah, absolutely.
And you're managing you've gotclass A, you've got student
manufactured, right?
What else?
You got you got a lot going on.
Right.
SPEAKER_03 (32:40):
Um, we cover manufactured housing, student
housing, and then all the way upto the garden style.
That's a lot going on.
It is, it's a lot.
Um, but I will tell you thesimilarities between those
things from a human level.
It's the exact, there's reallyno difference.
Really?
(33:00):
You have similar, theexpectations are the same.
I'm paying rent for anapartment.
These amenities are included.
I expect them to be available tome.
I expect them to be working.
Um we will have as many joblosses in a class A luxury as we
(33:23):
might in manufactured housing.
It's all the same mindset,different level, obviously, but
it's it's all the people are allimpacted by the same thing.
And anything that's gonna impactsomebody in a luxury mid-rise is
(33:45):
going to in some way impactsomeone else.
Um, it's all, I think when youlook at it and you start
thinking, okay, well, that'sthat's an A plus deal, we're
gonna run it a little bitdifferent.
You got is is there's basicsthat have to be applied.
Um, and remembering that humantouch, you're still providing a
(34:06):
roof over someone's head.
Your office, you work where theylive.
And if you can remember that, umI think people find more
enjoyment in the job when youstart to appreciate that.
SPEAKER_00 (34:23):
Yeah, for sure.
Absolutely.
What is what's the mostchallenging part across those
different assets?
SPEAKER_03 (34:31):
Um, I would say that in manufactured housing, um
that's typically real estatethat's more susceptible to the
the things that happeneconomically.
You know, a lot of times they'rein seasonal employment, hourly
(34:53):
jobs, you know, hourly jobs,those those hours can fluctuate
bi-weekly.
Um, and that's when we will workwith people, like the you know,
maybe the one-time concession toallow them to get caught up.
Um, on the luxury side, I thinkyou you see more challenges
around um job relocations, moreso than job loss.
(35:18):
Um I think you also see we see alot of family dynamic changes a
lot of times that will impactthat that we maybe don't see on
the manufactured housing side.
So on manufactured housing, theaverage uh tenant time frame is
usually seven to ten years.
(35:39):
Wow.
So very low turnover, um, buthigh expectations of community.
So you've got to keep thecommunity uh environment is very
important there.
They know when they move in,they're not leaving for you
know, seven to ten years.
On the luxury side, it's anexpectation of lifestyle.
(36:01):
Um, you know, if they're goingto be renting, they're gonna be
renting now one to three years.
They're more conscientious aboutwhat their monthly payment is,
what's included, what amenitiesare offered.
Um, they look at it as alifestyle and a convenience,
kind of meeting a short-termneed that they have.
SPEAKER_00 (36:22):
That's really interesting.
Um, I didn't even, I didn't Ididn't know that about the
manufactured housing, thelongevity longevity.
Um, but that makes sense.
If they're gonna be there sevento ten years, they want to have
a great community and and foryou to foster that and keep that
going, that is reallyinteresting.
SPEAKER_03 (36:40):
Right.
Yeah, because they're they'relooking at it as their neighbor
is going to be their neighbor,uh, you know, through maybe a
time period where their kids arein elementary school together.
So you have to acknowledge thatyou've got to foster it because
that's that's an expectation andit's a realistic expectation.
SPEAKER_00 (37:02):
Yeah.
Yeah.
So you have said that you know,people don't want to be well,
they want to feel appreciated,of course, but they also want to
be trusted and they want to knowthat they can trust you.
And this is not just for youremployees or your associates,
but also I think your residents,you know, they can trust that
(37:23):
the, like you said, theamenities are gonna work or that
the community community buildingis there.
What do you do internally tofoster that trust uh across the
board?
SPEAKER_03 (37:34):
I think with residents, you have to
communicate.
And I know people always saythat, you know, you got to
communicate.
You have to communicate the badin the same manner and the same
sense of urgency that you would,the good.
You know, whenever we havesomething great going out on a
(37:56):
property, we're very quick tosend something out to the
residents.
Oh, guys, great news, X, Y, Z.
And it's exciting, and we'll andthen we'll send email blast
follow-up from it.
And so they see that and it'sand it's great.
You know, we like to communicatethe great.
But then when you have somethingunfortunate that happens on
property, we try to think of away of like, okay, do we really
(38:18):
need to send something out aboutthis?
Right.
What if we don't send something?
Let's wait and let's wait acouple of days, see if the dust
settles.
If the dust doesn't settle, thenwe'll send something uh just to
meet, you know, whatever minimumexpectations.
And that is I fall into that allthe time.
(38:41):
I mean, and more often than not,if we would just proactively
send something out, hey, ithappened, here's what we're
doing about it, uh, here's whatyou can do about it, and then a
follow-up.
Hey guys, just following up fromthe notice we sent last week.
Here's where we are, here's somereminders.
(39:02):
Um most people understand, theyknow where they live, they know
the environment they're livingin, they know the neighborhood,
they know it's an apartment.
People, I feel like for the mostpart, have a very um, you know,
sensible expectation.
And I think when we treat themlike they don't, that's when you
(39:26):
start to kind of start havingsome issues.
Um, from an employee standpoint,it's similar.
I mean, it's it's communicatingthe bad as often and as
frequently as you wouldcommunicate the good.
Um it it helps people haverealistic expectations of you as
(39:49):
a leader and themselves.
Um, and then it makes themcomfortable to say, okay, you
know, we're communicating thegood and the bad frequently.
So I can, I can, it's acceptablefor me to do the same thing.
SPEAKER_00 (40:06):
Yeah, I think about that um in terms of kids as
well.
You know, you have to I thinkit's for me personally, I fall
into the trap of communicating,oh, this grade isn't where it
should be.
Uh, you know, you didn't do yourassignments, whatever the thing
is, you know, now there's somuch.
I actually feel bad for mychildren.
I don't know if all schooldistricts are this way, but I
(40:26):
see up to the moment grades.
Anytime I log in, I can seeexactly what's missing.
Like when I was growing up, mymom saw the report card at the
end of the quarter and was like,oh, here's your signature,
right?
But I can see and go from a B toa D to an A, you know, all in
real time.
Um and so I get sucked into thattrap where it's like, oh, you
gotta do this, do this, do this.
(40:46):
And then I have to remember,like, we I have to communicate
the good as as well.
And that's the same with ouremployees too.
Like you can, oh, we didn't hitthis goal or whatever, but also
remembering to communicate thegood.
Um and I I think I'm notworking, I don't know where I'm
going with that, but I mean, Ithink you made a great point
with the residents becausesometimes it can be like, uh, do
(41:08):
we really need to tell them, youknow, that the pool's gonna be
closed for two weeks?
You know, yeah, we do.
And how do you do that andbalance it good and bad to get
the point across, you know?
SPEAKER_03 (41:17):
Yeah, when people see something that they know
this is not right, and you don'tcommunicate about it, they will
look at it as either we'relooking at it as this is totally
acceptable.
The pool's down, we haven'treally communicated about it,
which means we think it's okay.
(41:37):
Right.
And then residents will losetheir mind.
Yeah, rightfully so, because howcan you think this is okay?
Um, you know, speaking uh aboutkids, that is having that
immediate invisible orvisibility into grades,
performance, behavior is sodangerous because I do the same
(42:03):
thing.
I'm like, why is this a zero?
Have you turned this in?
And my daughter was like theepitome of turn it in, just
grading it.
SPEAKER_00 (42:14):
Yeah, I love that.
I hear it every day.
SPEAKER_03 (42:16):
Like, what is your teacher doing?
How do you have and shegraduated and she's in college,
and you know, apparently theteacher hadn't graded it yet.
But now I look at it, and myson, I'm just I don't, I I try
to not pay attention to itbecause at some point he's going
(42:40):
to have to know whether or nothe turned something in.
And it can't be mom riding himthe very few hours that you have
with them at the end of the daybefore it's time to take a
shower, eat, brush your teeth,get in bed.
I don't want to ride you on allof that stuff.
Um and yeah, it's it's that it'sand then and then you fall on
(43:05):
track of okay.
Now it's instant gratification.
Yep.
I always know how my child isdoing.
SPEAKER_00 (43:11):
Yeah.
SPEAKER_03 (43:12):
And that I think is also dangerous because then we
start making assumptions.
Well, I'm looking at your gradesand I'm assuming you're doing
poorly.
And so now I'm gonna actaccordingly.
Right.
When in reality, if I would havetaken the step back and said,
okay, hey, tell me what's goingon in math.
(43:33):
My assumption could be way off.
Yeah.
Um, the the access that we haveto information is it's great,
but it's uh not an ideal way toraise children.
SPEAKER_00 (43:46):
Yeah, it's tough.
I I'm very much in that era oflike, I'm just not even gonna
check it.
You know, I I don't even openit.
I am my husband always arecapable of doing all these
things.
Same with employees or teammembers.
Like I will, I'm always tryingto hold them.
(44:06):
Then it's like connect happen,what's going on?
But I'm going to lead with youare capable of doing this, you
are a high achiever, you'regoing to do great, whatever you
set your mind to.
Um, you know, same in theworkplace.
Like, I think it's that justflipping the mindset.
Because, like you said, the theright.
(44:29):
Um, okay, so we're coming up tothe end of our time.
Um there are any final thoughtsyou want to leave with our
audience, with our listenerstoday?
SPEAKER_03 (44:40):
Yeah, I think um, you know, the the leadership
mindset it has to start, youknow, internally with yourself.
Figure out honestly, completely,you know, set your ego aside.
Uh, because leaders, you'reyou're gonna have an ego.
You're a decision maker, you'recalling the shots, people come
(45:03):
to you for advice.
Uh, it's easy to kind of let theego run some of that.
And when you do that, it's hardto really be honest about what's
glass, what's rubber.
Because, you know, as a leader,you want to think everything's
glass.
Well, if I drop anything at all,it's gonna shatter and I'm gonna
(45:24):
have to clean it up becausenobody's gonna be there to catch
it.
Um, and you know, just not tosay like uh, you know, take it
all though, but just you know,being confident enough and
comfortable enough to just knowthere are things that I am not
(45:45):
good at.
That I've got these people overhere that are good at it.
And let them let them take it.
You will enjoy your jaw, yourlife, uh, so much more.
SPEAKER_00 (45:58):
I love that.
I love that that you openly talkabout what everybody's good at,
maybe not so good at, and notthe strength.
I think that that is soimportant and makes for such a
great.
SPEAKER_03 (46:13):
Nobody's complained yet.
SPEAKER_00 (46:14):
Well, there you go.
There you go.
I love that.
That's great.
Um, thank you so much, Jamie,for sharing this.
I have been in the industry fora long time.
You have a lot of wisdom.
We might have to do this again,I think, because honestly, I
didn't so maybe we'll have to doanother one at some point.
(46:35):
Yes.
Might be a second run.
Yeah, I love it.
Well, thank you so much.
Um all right, well, that wrapsanother episode of the
Multifamily Women Podcast.
Thank you so much for joining ustoday.
Uh please share this episodewith anyone who you think might
benefit from Jamie's wisdom.
Please send this.
You can hear this and watch thison all your favorite channels.
(46:58):
Also be sure to get signed upfor the Multifamily Women
Summit.
You can do that atmultifamilywomen.com.
Can't wait to see you there.
And we will see you in the nextepisode.
Hi, and welcome to the Multifamily Women Podcast.
I'm your host, Carrie Antrim.
Today I'm joined by JamieRouscher.
Jamie is the president ofproperty operations at Hamilton
Point Property Management.
She leads all the strategicdirection.
She oversees all operations forHamilton Point, and we're going
to dive deep into what she'sexcited about right now.
(00:42):
I met Jamie when she firstjoined the Multifamily
Innovation Council, and I knewright away I wanted her to speak
at the Multifamily Women'sSummit, which she did.
And I'm just so excited to haveher on the show today.
So let's welcome Jamie to theshow.
Thanks for having me.
Yeah, well, thanks for sharingthe time today.
I'm so glad to have you as aguest on the show.
(01:02):
Excited to be here.
So I want to start.
I want to, I mentioned that youspoke at the Multifamily Women's
Summit.
I want to start with that.
I'm going to take us back andI'm going to actually play a
clip of you, of something thatyou shared on stage that is
still resonating with ouraudience.
And so let's take a look at thatclip.
Let's roll that right now,please.
SPEAKER_03 (01:21):
Tell my team all the time, you know, figure out
what's the glass ball, what'sthe rubber ball.
Your family, your kids, yoursignificant other, the that's
glass.
You drop that, it's gonna break,you're gonna have a mess to
clean up.
Almost everything else,work-related, is a rubber ball.
It's going to bounce back andyou'll catch it on the bounce.
(01:42):
Um, I I heard someone once say,I can't remember who it was, but
he said, at no point has a verysuccessful person passed away,
and the kids stand up at theirfuneral and say, I will, I will
always remember that my dadnever missed a meeting.
I mean, they they don't yourkids won't remember that.
Your significant other's notgoing to remember that.
(02:04):
And it's hard because you won'tbe the person that can be
counted on, but you also have toconsider what's quantity and
what's quality.
You can give people a lot ofstuff, but if there's no quality
behind it, it's you know, it'sjust trash.
SPEAKER_00 (02:22):
So that line, figure out what's the glass ball and
what's the rubber ball, that hashit leaders everywhere, even
outside of multifamily.
We posted that on our socials,um, blew up on TikTok, so it's
really resonating with leadersacross the world.
I'm wondering, Jamie, how hasthat mindset changed the way
you're leading teams today?
SPEAKER_03 (02:45):
Yeah, I mean, I think as leaders, our leadership
style is going to evolve.
Um, I think the more a lot oftimes it's the more confidence
you have.
Uh sometimes we feel like weknow what might be, you know,
rubber and what might be glass.
And maybe we don't have theconfidence to say, hey, this is
(03:09):
what's glass for me.
Um so I think confidence is ispart of it.
Um and you know, as you continueto learn your leadership style,
not everyone's gonna lead thesame way.
Not everybody's the cheerleader,not everybody's the quiet person
in the background.
You find what you're comfortablewith, what works for you, and
(03:32):
then you execute that the bestway that you can.
Um, but I think for mepersonally, it was uh just
building the confidence to beable to take the stand to say,
here's here's you know, here'swhat's rubber, here's what I'll
allow, you know, to drop, andhere's what absolutely can't.
SPEAKER_00 (03:53):
And I mentioned, you know, in your intro, you I'm
sure wear a lot of hats in yourrole.
And I don't know specificallyyour background, you know, where
you started, but what lessonswere there glass balls that you
dropped along the way thathelped you build that kind of
like, okay, I dropped this glassball, but the world didn't end,
or I dropped this rubber ball.
(04:13):
I like you said in your clip, Ipicked it up on the bounce, like
we're good to go.
Were there certain lessons thatyou learned in your journey from
where you started that gave youthat confidence to now lead the
way that you do?
SPEAKER_03 (04:24):
Oh, yeah.
I think it's if you're thinkingit, whether you're a new leader
or not, you're not always goingto know what what's glass and
what's rougher.
No one is gonna know from dayone, okay, here's here's my deal
breakers.
Um, you won't find those outuntil you break it.
(04:46):
And if it shatters, that's whenyou'll know, wow, I I thought
that that was something I waswilling to let go of, but now
it's shattered and I've got toclean it up.
You know, whether that's noteverybody's gonna have the same
glass ball.
Uh, not everyone is gonna lookat uh, you know, certain things
in their life the same way.
(05:08):
Uh, you know, you may not thinkthat your health was that
important.
You're so busy taking care ofeveryone else, whether you're a
parent or whether you're caringfor a parent.
Um, with children, you don'talways think of your health as
something that's glass until youhave a health issue and then you
realize that's important to me.
(05:29):
Uh, for some people it's faith.
Uh, you know, you may not thinkthat your faith is important as
it is until you come to a pointwhere you need it.
Um, so sometimes it sometimes itchanges.
Um, but I think a lot of timespeople figure it out just when
(05:50):
something breaks, unfortunately.
And that's when you know, andthat's when you need to really
take that seriously.
Um you don't let it break twice.
SPEAKER_00 (06:02):
Yeah, that's really important.
Um, I think that it's hard asleaders too, we're making
decisions all day long and tohave to try to sit and figure
out, okay, you know, where's theglass, where's the rubber in
this situation?
I wonder how you balance thatwith just, we also just got to
get stuff done.
(06:22):
I can't sit here and pondereverything all day long, like if
this goes bad, you know, likeyou said, and then you just have
to move forward.
And sometimes it's gonna breakand sometimes it's gonna bounce,
and sometimes it's gonna gogreat, and you don't have to
worry about it.
But I like what you said there,that yeah, there are times,
especially with our health andour well-being, I think that
we're always on the go, so busy,taking care of others, family,
(06:43):
employees, all that stuff.
You don't even know untilsomething smacks you right in
the face, right?
And you're like, Oh, maybe youshouldn't have dropped that one.
Yeah.
Yeah, shouldn't have droppedthat one.
Hindsight is always 2020.
It's weird how that works.
It's beautiful.
Do you see your team trying tofigure out their own version of
what's glass and rubber?
(07:05):
Like, how do you guide themthrough that?
Are you helping lead the way?
Oh, sure.
SPEAKER_03 (07:09):
Yeah, no, that's that's huge, hugely important.
Um, with my particular team, uh,each one of us are remote.
Uh none of us work in the sameoffice together.
We're in, I think, seven oreight states.
So when we see each other, uh,more often than not, it's via
Zoom or some kind of FaceTime.
I do see that with them becauseif you're working remote, um I
(07:34):
think you have to be verycareful about how you prioritize
your day, whether you're workingat home or you're working uh at
various sites, you know, ifyou're if you're a regional
manager, for example, um, it'svery hard to stay disciplined in
(07:55):
your work day.
You know, stopping to eat,stopping to walk away from
something.
Uh I think when you're in anoffice and it's structured, you
know, you start seeing peoplearound you get up to go eat
lunch, like, oh, I should go eatlunch.
Uh, people start turning theirlight off at the end of the day
to go home.
That's your trigger to go home.
(08:16):
When you're remote, you don'thave any of those triggers.
So it then becomes yourresponsibility to say, okay, I
know what my body needs, andI've got to make sure that I
that I take care of it.
Um with my team, it's you know,please don't let your vacation
roll over to the next year.
I hate when that happens.
(08:36):
Um, and it does happen, youknow, but you know, you you
should use your vacation time.
Use the sick time if you needit.
Um take a half a day off.
If your kids got something goingon at school or you need to help
your parents with something, doit.
(08:58):
You you won't get that secondchance.
We can reschedule a meeting veryeasily.
It's it's not, you know, it'snot uh a crucial thing.
But, you know, and that's whenit goes back to what do you hold
as glass?
What's glass to you, um, andprioritize it.
Because I feel like if if youdon't prioritize it after a
(09:20):
while, that will start to wearon you.
Even though it's a decision thatyou made yourself not to take
care of that glass thing, youstill know you're not taking
care of it.
And I think that can affect usas leaders where either you're
becoming resentful, um, you'retired.
(09:40):
I feel like it kind of wears youdown a little bit.
You know you're not making goodchoices.
Um, so yeah, I I I encouragethat.
I I see them doing those thingsmainly because they know it's
completely expected of them.
SPEAKER_00 (09:57):
That's an amazing, very enlightened leadership
style.
I feel like me, for mespecifically, I was raised in
such a way that it's like, youknow, you you do what everything
you have to do, nose to thegrindstone, like boots on the
ground, you're working sunup tosundown, whatever's necessary to
get the job done.
And the thought of taking a sickday or a vacation can be scary,
(10:20):
um, especially for up-and-comingleaders who want to prove
themselves, like, yes, I gotthis, I can do this, I'm
committed, I'm loyal.
How do you help them find thebalance between, yes, we see
that you're loyal, you're doinga great job, but also like you
need to take care of yourselfbecause all the things you just
mentioned are gonna happen ifyou don't stop to actually take
care of yourself too.
Right.
Where's the balance between thatand how do you foster that?
SPEAKER_03 (10:44):
Yeah, I mean, I'm I'm not gonna micromanage
someone and say, hey, it'sNovember, why haven't you put in
your PTO yet?
Uh, you know, I'm not gonnaforce somebody.
But what I what I do oftentimesis when we are having a group
call, if somebody's going onvacation, like we'll talk about
where they're going, whatthey're gonna do.
(11:05):
If they just got back from thevacation, we're gonna talk about
where'd you go?
What'd you do?
That way it's it's almost itbecomes part of uh the
conversation.
Yes, we're talking about workand we're talking about all
these other things, but we'regonna make time to acknowledge
that this person went on thisvacation, they had a great time,
where they're getting ready togo.
Um, you know, somebody's kidsare getting married, we talk
(11:28):
about all of those things sothat it just becomes as big a
part of the conversation asanything else we're talking
about.
Um, and I think when when peoplesee other people taking the
vacations, uh going on the funtrips, and we're all celebrating
it and excited about it, theyfeel very like, okay, well, this
(11:50):
is this is part of the climatehere, and and I'm gonna take
advantage of it.
SPEAKER_00 (11:57):
Yeah.
Also, I think being remote thathelps too, because that's I
mean, that's typical talk whenyou're in an office setting.
You're gonna talk with yourcoworkers and hey, oh, hey, you
just went to Hawaii, how was it?
Right?
Oh, I went last year.
You know, you're gonna have thattypical like water cooler talk.
So I think that's really coolsince you said you're all
remote, that you're actuallybringing in that personal
experience um over Zoom orFaceTime.
(12:20):
Right.
Yeah, absolutely.
Now, you obviously have workedaway your president.
Now, I'm wondering, um, wasthere a point where uh in our
pre-call, you you mentionedchasing the dragon, right?
First one in, last one out.
Um, I always think of the moviedating myself here, the movie
(12:40):
Working Girl, where she's ridingthe train to work in her tennis
shoes, and then she gets to herdesk and she puts her high heels
on.
Do you remember that?
Right, yes, pulls them out ofthe drawer.
I love it so much.
But um, was there a point whereyou were like you felt confident
enough that you didn't have todo that anymore?
Because clearly, you know,you're very successful
(13:00):
successful, you're a greatleader, and so teams to fr to
take the the time that they needfrom okay.
I just I uh again, back to theglass ball.
Like the ball's gonna break if Idon't do something.
SPEAKER_02 (13:18):
Right.
SPEAKER_03 (13:19):
Um I think I mean, I I definitely was in that
environment where it was, youknow, who was working the most
hours.
Um, I can remember sharing acube with someone that actually
brought in uh this was when IVfluids became a big thing.
(13:40):
Yes.
And so he the IV fluid peoplecame to him.
Uh-huh.
And it was like we were all justlike, wow, you're so dedicated
to this place and this job thatyou're bringing in this
third-party group to hook you upto an IV in the office while
(14:04):
you're on a call.
That's how dedicated you are.
Yeah.
Um, and you know, that's that'show uh success maybe was kind of
uh measured there of you know,how willing, how far are you
(14:25):
willing to go to be successfulhere?
Um after a while not to simplifyit, but you get tired, you get
worn down, you just you stopenjoying it.
And for me, I it was always likethis Sunday afternoon anxiety.
(14:51):
Oh, yes, the Sunday seriesworked in an environment where
you were so unhappy, even if youlike the people, but you were so
unhappy that Sundays, and Iswear it's like one or one
thirty in the afternoon.
Yeah, it's something about afterlunch, you know the weekend's
coming down, and we're about tohave to start this all over
(15:11):
again.
And I did that for three yearsjust Sunday afternoon, just
being such high anxiety, yeah.
Uh knowing another work week.
And when I walked away fromthat, I was amazed.
Number one, at just thedifference in just my own
(15:34):
well-being, but absolutely likeblown away that I allowed myself
to do that for three years.
Yeah, I don't know why.
Still, I'm not sure exactly why,except that it just felt like
the thing to do, yeah.
Chasing the dragon, chasing, youknow, that next success.
(15:55):
Um so I I I tell people ifyou're ever in a position,
whether it's work or whatever,where it starts to impact you to
that level, where you're you'respending time being anxious
about it.
Like you gotta, you have to cutthat out.
You gotta change it, you gottaleave, you gotta do something.
It's not worth it.
SPEAKER_00 (16:15):
Yeah, that is a great analogy.
I I hear about the Sundayscaries all the time.
I've experienced it.
I had a job once many lifetimesago where it the Sunday scaries
would start on Saturday, and Iwould be thinking, okay, it's
Saturday.
I I gotta make the most of todaybecause tomorrow's Sunday, which
basically means the weekend'sover because then Monday comes.
(16:36):
Like, I would really in it bad.
So I totally relate to that.
It's rough.
It is rough.
SPEAKER_03 (16:42):
It chills kind of when you relive it.
SPEAKER_00 (16:44):
You're like, yeah, how did how did I live that way?
Oh, it's so hard.
Yeah.
But um so on the flip side ofthat of working too much, how do
you um manage maybe likecoasting or someone who could be
taking advantage of the the thethought that, oh, I'm supposed
to use my PTO, I'm supposed todo all these things.
(17:05):
I'm just gonna kind of co do allthat and I'm gonna coast along.
unknown (17:08):
Yeah.
SPEAKER_00 (17:09):
Yeah.
SPEAKER_03 (17:09):
I mean, it it's it's easy to for some people, I
think, to kind of fall into thatuh that habit of you know,
things are so relaxed, we dohave so much autonomy here.
Uh I I find that that peoplethat have that mindset don't
(17:34):
want to be in that environmentfor very long.
Um they s again, my experience,they seem to coast for a while,
and then after a while it's likethe coasting just doesn't it
doesn't lead to anything.
(17:56):
So I find that people are morelikely just maybe it's the quiet
quit, you know, people justdon't coast for very long, in my
experience.
They they will coast for a whileuntil they realize like, okay,
this is just not for me.
And then, you know, they leaveand go somewhere else.
Or maybe it's just a differentrole that they needed to be in.
(18:17):
Um, but I think you that'sthat's visible pretty quickly.
And when it is, you have toyou've got to acknowledge it.
You can't just kind of go, oh,you know, they're just doing the
minimum to get by and we'll dealwith that later.
You've got to, you do have toaddress it pretty quickly.
And that's tough.
Um to think in leadership, someof the hardest things are when
(18:41):
you have to have the toughconversations.
SPEAKER_00 (18:44):
Yeah, the hope is that they'll just kind of
self-select out, right?
Because it's not fulfilling tonot be successful, you know, in
in anything you do, right?
And I do see I agree with you.
I think that's hard to maintain,even though it's like, oh, I got
a cushy job, I got I work fromhome, I'm in my gym, you know,
whatever the story is, right?
(19:04):
Um, that's only fun for so longuntil you're like, what am I
actually contributing?
You know, or this is notfulfilling for me.
So yeah, I agree.
What when it doesn't self-whenit doesn't happen, then yeah,
then the tough conversationshave to happen.
That is really hard.
That's not the most fun part ofleadership.
For sure.
Yeah.
(19:25):
Um, how do you, for yourself,how do you personally measure
success for you, for your team,when it's not about, you know,
the amount of hours worked andwho's in first and last and all
that.
How are you measuring success?
SPEAKER_03 (19:41):
Um I think that you can best measure success in your
team by how freely and openlythey give you feedback.
I think that if employees feelgood about where they are, they
(20:04):
feel good about what they'recontributing, there's a certain
level of confidence that comesfrom that.
And with that confidence, youwill find people that are very
quick to come up and say, hey, Inoticed something.
I'd like to make a change onthis, or I noticed this, this
(20:24):
could potentially be a problem.
I think when you see that, whenyou see that real proactive
feedback, and not justproactive, positive, but but
real looking ahead, problemsolving that high level of
autonomy.
To me, that's when you know thatpeople are happy, they feel good
(20:44):
about it, they feel confidentenough to say something.
And they feel confident knowingthat someone's gonna listen and
probably take action on it.
Um, I think that's to me one ofthe clearest ways to measure it.
SPEAKER_00 (20:58):
It's a great feeling as a leader when someone comes
to you with something like youjust mentioned, either positive
or negative.
But to me, it signals like theycare.
They have the forethought to,oh, this could be a problem, or
here's an opportunity we'remissing, or you know, something.
That feels so great as a leaderbecause you know that they care
(21:21):
enough about the company, abouttheir success to come to you and
say, this is what I'm seeing.
You know, I just wanted to sharethis with you.
I I love that.
SPEAKER_03 (21:31):
I think that's a great indicator that they're
they're it's not always it's notalways about turnover, you know,
how long people stay with you.
Um, I mean, that certainly canbe an indicator, but I think
when you have teams that willopenly contribute proactively,
uh, that's when you know you'reyou're heading in the right
(21:51):
direction.
SPEAKER_00 (21:52):
Yeah.
How do you so how do you teachthat?
How do you teach someone thatit's okay to make a decision or
it's even if it's the wrong one,um, you know, you've got their
back.
Like you're in it for them.
SPEAKER_03 (22:06):
Yeah.
I mean, again, we're not in thein in my environment, we're not
in the same office, we'reremote, but we are pretty open
about talking about whatsomeone's really good at and
what somebody's not great at.
In a joking way, but I I've gotI've got incredibly talented
(22:29):
people on my team, but I know ifthere's a particular problem,
somebody on the team is gonnaknow how to better solve it than
someone else.
Right, of course.
Everyone's good, very good atcertain things.
And it it's it's funny sometimessomebody will do something.
It was like, I cannot believeyou did that.
(22:49):
And then, like, I have no ideawhy I did that.
And so we'll all talk about it.
Like, if this ever comes upagain, y'all don't let him do
it.
Because you know what I've beenlike, so it becomes a very open
thing where everybody knows thatthey're very good at something,
and everybody knows that there'ssomething that maybe they need
to work on, and it's just it'san open dialogue.
(23:12):
Um it can catch people off guardsometimes where they're like,
Did you just say that about him?
Like, he knows or she knows, sheknows that that is not if if
you've got to uh you know handleuh an upset investor, don't let
(23:33):
her talk to him.
You know, it just becomes it'san open dialogue.
Yeah.
Um and I think that alsocontributes to the confidence
where you're acknowledging, hey,you do not have to be good at
all the things, but you do needto be really good at a couple of
(23:54):
things.
SPEAKER_00 (23:55):
Right.
We hired you, you're part of theteam for a reason.
There there are things you areexcellent at, but like your Ivy
Drip guy, like you don't have tobe excellent at every single
thing.
Something we always ask peopletoo, uh new hires or in
interviews, like, what do younot like doing?
Like, what are the things thatif it's on your task list,
you're gonna put to the bottombecause you're like, I don't
(24:17):
want to do this.
This is not my in my wheelhouseor my unique ability or
whatever.
Like, I think that's importantto know too.
SPEAKER_03 (24:25):
Yeah, I mean, when I was a property manager, the
thing that I dislike the mostwas showing apartments.
That's a huge part.
SPEAKER_00 (24:35):
Kind of.
I mean, that's kind of success.
SPEAKER_03 (24:38):
And I can remember like it would be like 5 45, and
this was, you know, the officewas closing at six, and I'd be
like, I cannot wait to lock thatdoor.
Please, I'm here by myself,please don't let somebody come
in.
I just disliked that so much.
And I'm and because I dislikedit, I was also not great at it.
(25:00):
Uh, so I knew I had to havepeople in that office that were
excellent at it because they hadto pick up my slack.
Uh, I mean, my closingpercentage was like 9%, or it
wasn't good.
SPEAKER_00 (25:15):
But look at you now.
Look where you are now.
SPEAKER_03 (25:18):
You made it through.
You surround you have tosurround yourself with people
that are better at what you arenot good at.
Otherwise, you'll never you'llnever make it.
SPEAKER_00 (25:30):
So, on our pre-call, uh talking about this podcast,
you told me a story about amanager you had came up with an
idea to give a concession onrent to help people get get
caught up on rent.
Do you mind telling that story?
Because I thought it was soimpactful.
And it demonstrates um howeverything we've just been
talking about, how she feltcomfortable coming.
(25:51):
She knew it was kind of afail-safe environment.
Maybe you were a little nervousabout it, but you Do you mind
telling us that story?
SPEAKER_03 (25:58):
Yeah.
Um, this was uh actually fairlyrecent.
It was in the past six to ninemonths.
Uh, you know, in multifamilyright now, it's you know, the
environment right now is, youknow, rents aren't growing like
we got used to post-COVID.
We're giving away concessions.
(26:18):
You've got you've got staffreally that if they're new to
the industry, maybe they werehired on when concessions
weren't a thing, and nowconcessions are a thing.
So with that, it's led to, Ithink, an increase in uh
delinquency.
And this manager came forwardand she said, you know, look,
(26:40):
I've got 16 people or whateverthe number was that I'm gonna
need to file eviction on.
And I feel like if I could waivethe late fees and maybe give
them a one-time concession of$500, whatever the dollar
amount, I think they can getcaught up, and I think they'll
stay caught up.
(27:00):
And not something that we hadever done before.
Uh, but we knew we didn't have16 evictions.
So she did that.
Um, and this was like I said,about six, nine months ago.
And half of those 16 were ableto come current and are still
current.
(27:20):
You know, there was something intheir life that was impactful,
caused them to get behind.
They couldn't get caught up.
But you know, once you add onsomeone's late fees, the legal
fees, and then they have to paythe next month's rent.
There's not many people in anyuh area that that can come up
with that.
(27:41):
Um so I thought it was a reallygreat suggestion because it
showed me a couple of things.
Number one, she was actuallythinking about the business of
it.
So if this person owed me$2,000and they came to me and they
said, okay, I'm I I can't giveyou$2,000, but I can give you
(28:03):
$1,500 or nine, what would youpersonally do if that person
owed you$2,000?
You would probably just say,just give me the$1,500 and you
know, we'll just consider theother$500, just we're not gonna
see it.
And I loved that thought processbecause it just showed this
(28:25):
person's truly thinking aboutit.
And also being aware of just thereality of someone's situation
that when you get that farbehind, that sometimes you need
to do just a simple thing like,hey, here's a one-time
concession.
And at this property, if thisperson was evicted, we're gonna
turn the unit, we're gonna writeoff the rent.
(28:48):
I'm gonna give a month's freeconcession to get it leased to
another person coming in.
So why not take a fraction ofthat and keep a current
resident?
Uh it worked out great.
We've done it at two or threeother properties.
Extremely, extremely wellreceived.
(29:08):
Um, and I'm just very gratefuland thankful that she felt
comfortable enough to bring thatforward.
Because that's a pretty, youknow, it's a little the craziest
thing, but it's a little outthere.
It's it's very different fromhow you would typically approach
something like this.
Um, and it was it was a greatsuggestion and it worked well.
SPEAKER_00 (29:32):
Yeah, that's amazing on a lot of different levels.
Like you you mentioned, she wasthinking uh of it in a business
sense, right?
Does this make sense for thebusiness, but also human?
Like you said, uh life happens,things happen.
And when you're not only whenyou get behind, but then you're
adding on late fees and like yousaid, legal fees and all these
(29:53):
things, it can feel sooverwhelming.
And for her to be able toidentify that and and say to
herself, okay, you know, theseare just humans, these are
people, these are our residents.
Like, how can we make it a winwin for everyone?
I think that's great.
Was it scary for you when whenshe first came to you?
Like you said, you'd never donethis before, kind of not out
(30:15):
there, but like not typical asfor you as a leader, where
you're like, okay.
Glass ball, rubber ball, whathappens if this doesn't work?
SPEAKER_03 (30:23):
I looked at it as the absolute worst thing, like
the worst thing that couldhappen, is they all get a$500
concession, they pay theirbalance, and they get laid again
the following month.
I mean, I was just trying toweigh it out what is the
(30:43):
absolute worst thing that couldhappen.
Uh, I joke with my team, youknow, every quarter I like to do
a uh, you know, ask forforgiveness thing.
That's a I've learned that frommy children, just ask for
forgiveness later.
And I joke, you know, I can dothat once a quarter.
(31:03):
I can't do it any more thanthat.
Um, and I kind of tell them thesame thing, just you know,
sometimes it's just have theconfidence and the mindset, you
know, we we overcomplicate somany things in multifamily.
The software is complicated, theleases are complicated, the
(31:26):
processes are complicated.
Um, we're going back tohandwritten guest cards with a
copy of the thank you cards theywill do it.
I haven't done that since 2006.
But I really believe that if aprospect gets a handwritten note
in the mail, it will be the onlyhandwritten note they get from
(31:47):
any tour that they did.
Um, and so we're going, we'rekind of going backwards a little
bit.
We still rely heavily ontechnology, but you know, that
was another suggestion that wasmade.
Just a very simplified approachto something.
Um, when you provide housing topeople, that is one of the most
(32:08):
personal things you can provide.
Uh, it's it's where they sleep,it's where they raise their
family.
It's it's a very personal thing.
And if you lose that personalmindset of these are people, uh
you you can get in a little bitof trouble, I think.
SPEAKER_00 (32:29):
Yeah, absolutely.
And you're managing you've gotclass A, you've got student
manufactured, right?
What else?
You got you got a lot going on.
Right.
SPEAKER_03 (32:40):
Um, we cover manufactured housing, student
housing, and then all the way upto the garden style.
That's a lot going on.
It is, it's a lot.
Um, but I will tell you thesimilarities between those
things from a human level.
It's the exact, there's reallyno difference.
Really?
(33:00):
You have similar, theexpectations are the same.
I'm paying rent for anapartment.
These amenities are included.
I expect them to be available tome.
I expect them to be working.
Um we will have as many joblosses in a class A luxury as we
(33:23):
might in manufactured housing.
It's all the same mindset,different level, obviously, but
it's it's all the people are allimpacted by the same thing.
And anything that's gonna impactsomebody in a luxury mid-rise is
(33:45):
going to in some way impactsomeone else.
Um, it's all, I think when youlook at it and you start
thinking, okay, well, that'sthat's an A plus deal, we're
gonna run it a little bitdifferent.
You got is is there's basicsthat have to be applied.
Um, and remembering that humantouch, you're still providing a
(34:06):
roof over someone's head.
Your office, you work where theylive.
And if you can remember that, umI think people find more
enjoyment in the job when youstart to appreciate that.
SPEAKER_00 (34:23):
Yeah, for sure.
Absolutely.
What is what's the mostchallenging part across those
different assets?
SPEAKER_03 (34:31):
Um, I would say that in manufactured housing, um
that's typically real estatethat's more susceptible to the
the things that happeneconomically.
You know, a lot of times they'rein seasonal employment, hourly
(34:53):
jobs, you know, hourly jobs,those those hours can fluctuate
bi-weekly.
Um, and that's when we will workwith people, like the you know,
maybe the one-time concession toallow them to get caught up.
Um, on the luxury side, I thinkyou you see more challenges
around um job relocations, moreso than job loss.
(35:18):
Um I think you also see we see alot of family dynamic changes a
lot of times that will impactthat that we maybe don't see on
the manufactured housing side.
So on manufactured housing, theaverage uh tenant time frame is
usually seven to ten years.
(35:39):
Wow.
So very low turnover, um, buthigh expectations of community.
So you've got to keep thecommunity uh environment is very
important there.
They know when they move in,they're not leaving for you
know, seven to ten years.
On the luxury side, it's anexpectation of lifestyle.
(36:01):
Um, you know, if they're goingto be renting, they're gonna be
renting now one to three years.
They're more conscientious aboutwhat their monthly payment is,
what's included, what amenitiesare offered.
Um, they look at it as alifestyle and a convenience,
kind of meeting a short-termneed that they have.
SPEAKER_00 (36:22):
That's really interesting.
Um, I didn't even, I didn't Ididn't know that about the
manufactured housing, thelongevity longevity.
Um, but that makes sense.
If they're gonna be there sevento ten years, they want to have
a great community and and foryou to foster that and keep that
going, that is reallyinteresting.
SPEAKER_03 (36:40):
Right.
Yeah, because they're they'relooking at it as their neighbor
is going to be their neighbor,uh, you know, through maybe a
time period where their kids arein elementary school together.
So you have to acknowledge thatyou've got to foster it because
that's that's an expectation andit's a realistic expectation.
SPEAKER_00 (37:02):
Yeah.
Yeah.
So you have said that you know,people don't want to be well,
they want to feel appreciated,of course, but they also want to
be trusted and they want to knowthat they can trust you.
And this is not just for youremployees or your associates,
but also I think your residents,you know, they can trust that
(37:23):
the, like you said, theamenities are gonna work or that
the community community buildingis there.
What do you do internally tofoster that trust uh across the
board?
SPEAKER_03 (37:34):
I think with residents, you have to
communicate.
And I know people always saythat, you know, you got to
communicate.
You have to communicate the badin the same manner and the same
sense of urgency that you would,the good.
You know, whenever we havesomething great going out on a
(37:56):
property, we're very quick tosend something out to the
residents.
Oh, guys, great news, X, Y, Z.
And it's exciting, and we'll andthen we'll send email blast
follow-up from it.
And so they see that and it'sand it's great.
You know, we like to communicatethe great.
But then when you have somethingunfortunate that happens on
property, we try to think of away of like, okay, do we really
(38:18):
need to send something out aboutthis?
Right.
What if we don't send something?
Let's wait and let's wait acouple of days, see if the dust
settles.
If the dust doesn't settle, thenwe'll send something uh just to
meet, you know, whatever minimumexpectations.
And that is I fall into that allthe time.
(38:41):
I mean, and more often than not,if we would just proactively
send something out, hey, ithappened, here's what we're
doing about it, uh, here's whatyou can do about it, and then a
follow-up.
Hey guys, just following up fromthe notice we sent last week.
Here's where we are, here's somereminders.
(39:02):
Um most people understand, theyknow where they live, they know
the environment they're livingin, they know the neighborhood,
they know it's an apartment.
People, I feel like for the mostpart, have a very um, you know,
sensible expectation.
And I think when we treat themlike they don't, that's when you
(39:26):
start to kind of start havingsome issues.
Um, from an employee standpoint,it's similar.
I mean, it's it's communicatingthe bad as often and as
frequently as you wouldcommunicate the good.
Um it it helps people haverealistic expectations of you as
(39:49):
a leader and themselves.
Um, and then it makes themcomfortable to say, okay, you
know, we're communicating thegood and the bad frequently.
So I can, I can, it's acceptablefor me to do the same thing.
SPEAKER_00 (40:06):
Yeah, I think about that um in terms of kids as
well.
You know, you have to I thinkit's for me personally, I fall
into the trap of communicating,oh, this grade isn't where it
should be.
Uh, you know, you didn't do yourassignments, whatever the thing
is, you know, now there's somuch.
I actually feel bad for mychildren.
I don't know if all schooldistricts are this way, but I
(40:26):
see up to the moment grades.
Anytime I log in, I can seeexactly what's missing.
Like when I was growing up, mymom saw the report card at the
end of the quarter and was like,oh, here's your signature,
right?
But I can see and go from a B toa D to an A, you know, all in
real time.
Um and so I get sucked into thattrap where it's like, oh, you
gotta do this, do this, do this.
(40:46):
And then I have to remember,like, we I have to communicate
the good as as well.
And that's the same with ouremployees too.
Like you can, oh, we didn't hitthis goal or whatever, but also
remembering to communicate thegood.
Um and I I think I'm notworking, I don't know where I'm
going with that, but I mean, Ithink you made a great point
with the residents becausesometimes it can be like, uh, do
(41:08):
we really need to tell them, youknow, that the pool's gonna be
closed for two weeks?
You know, yeah, we do.
And how do you do that andbalance it good and bad to get
the point across, you know?
SPEAKER_03 (41:17):
Yeah, when people see something that they know
this is not right, and you don'tcommunicate about it, they will
look at it as either we'relooking at it as this is totally
acceptable.
The pool's down, we haven'treally communicated about it,
which means we think it's okay.
(41:37):
Right.
And then residents will losetheir mind.
Yeah, rightfully so, because howcan you think this is okay?
Um, you know, speaking uh aboutkids, that is having that
immediate invisible orvisibility into grades,
performance, behavior is sodangerous because I do the same
(42:03):
thing.
I'm like, why is this a zero?
Have you turned this in?
And my daughter was like theepitome of turn it in, just
grading it.
SPEAKER_00 (42:14):
Yeah, I love that.
I hear it every day.
SPEAKER_03 (42:16):
Like, what is your teacher doing?
How do you have and shegraduated and she's in college,
and you know, apparently theteacher hadn't graded it yet.
But now I look at it, and myson, I'm just I don't, I I try
to not pay attention to itbecause at some point he's going
(42:40):
to have to know whether or nothe turned something in.
And it can't be mom riding himthe very few hours that you have
with them at the end of the daybefore it's time to take a
shower, eat, brush your teeth,get in bed.
I don't want to ride you on allof that stuff.
Um and yeah, it's it's that it'sand then and then you fall on
(43:05):
track of okay.
Now it's instant gratification.
Yep.
I always know how my child isdoing.
SPEAKER_00 (43:11):
Yeah.
SPEAKER_03 (43:12):
And that I think is also dangerous because then we
start making assumptions.
Well, I'm looking at your gradesand I'm assuming you're doing
poorly.
And so now I'm gonna actaccordingly.
Right.
When in reality, if I would havetaken the step back and said,
okay, hey, tell me what's goingon in math.
(43:33):
My assumption could be way off.
Yeah.
Um, the the access that we haveto information is it's great,
but it's uh not an ideal way toraise children.
SPEAKER_00 (43:46):
Yeah, it's tough.
I I'm very much in that era oflike, I'm just not even gonna
check it.
You know, I I don't even openit.
I am my husband always arecapable of doing all these
things.
Same with employees or teammembers.
Like I will, I'm always tryingto hold them.
(44:06):
Then it's like connect happen,what's going on?
But I'm going to lead with youare capable of doing this, you
are a high achiever, you'regoing to do great, whatever you
set your mind to.
Um, you know, same in theworkplace.
Like, I think it's that justflipping the mindset.
Because, like you said, the theright.
(44:29):
Um, okay, so we're coming up tothe end of our time.
Um there are any final thoughtsyou want to leave with our
audience, with our listenerstoday?
SPEAKER_03 (44:40):
Yeah, I think um, you know, the the leadership
mindset it has to start, youknow, internally with yourself.
Figure out honestly, completely,you know, set your ego aside.
Uh, because leaders, you'reyou're gonna have an ego.
You're a decision maker, you'recalling the shots, people come
(45:03):
to you for advice.
Uh, it's easy to kind of let theego run some of that.
And when you do that, it's hardto really be honest about what's
glass, what's rubber.
Because, you know, as a leader,you want to think everything's
glass.
Well, if I drop anything at all,it's gonna shatter and I'm gonna
(45:24):
have to clean it up becausenobody's gonna be there to catch
it.
Um, and you know, just not tosay like uh, you know, take it
all though, but just you know,being confident enough and
comfortable enough to just knowthere are things that I am not
(45:45):
good at.
That I've got these people overhere that are good at it.
And let them let them take it.
You will enjoy your jaw, yourlife, uh, so much more.
SPEAKER_00 (45:58):
I love that.
I love that that you openly talkabout what everybody's good at,
maybe not so good at, and notthe strength.
I think that that is soimportant and makes for such a
great.
SPEAKER_03 (46:13):
Nobody's complained yet.
SPEAKER_00 (46:14):
Well, there you go.
There you go.
I love that.
That's great.
Um, thank you so much, Jamie,for sharing this.
I have been in the industry fora long time.
You have a lot of wisdom.
We might have to do this again,I think, because honestly, I
didn't so maybe we'll have to doanother one at some point.
(46:35):
Yes.
Might be a second run.
Yeah, I love it.
Well, thank you so much.
Um all right, well, that wrapsanother episode of the
Multifamily Women Podcast.
Thank you so much for joining ustoday.
Uh please share this episodewith anyone who you think might
benefit from Jamie's wisdom.
Please send this.
You can hear this and watch thison all your favorite channels.
(46:58):
Also be sure to get signed upfor the Multifamily Women
Summit.
You can do that atmultifamilywomen.com.
Can't wait to see you there.
And we will see you in the nextepisode.
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