National Apartment Association Education InstituteCertified Apartment Property Supervisor

Restrooms Breaks Lunch Cellular Phones Smoking

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Name Company Number of Units How Many Years In

the Business Two sentences about

the most influential leader in your life

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Participate fully. Help us stay on track. Be on time Ask questions Offer ideas and opinions as

perceptions Have fun.

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• Leadership versus Management

• Emotional Intelligence

• Engagement and Motivation

• Feedback and Coaching

• Teambuilding• Action Plan

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A good manager needs to be a good leader.

A good leader also needs to be a good manager

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A Manager without leadership skills comes up with great plans but can’t get people to follow his or her vision.

A Leader without management skills comes up with great ideas but can’t put together a feasible plan to get to the final results.

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Management focuses on systems, processes, planning and budgeting, organizing and staffing, and controlling and problem solving.

Leadership sets direction, aligns people, drives change, encourages risk-taking and learning, and enables growth.

Let’s Look at the John Kotter’s Leadership and Management Model on page 2-2 of your participant guide.

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It's not how smart you are, but rather how you are smart.

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IQ, or the Intelligence Quotient, is the measure of what you know and how you process information.

EQ, or the Emotional Intelligence Quotient, is the way you use personal and social skills to work effectively on your own and with others.

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More self-aware Possesses the critical relationship skills

to help them motivate others. Have a much greater chance of being

promoted. 90% of the difference between star and

average performers is due to higher EQ, not higher IQ.

EQ is twice as important as IQ and technical skills for jobs at all levels

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Emotional intelligence has two primary facets: personal competencies and

social competenciesPersonal Competencies Social Competencies

Self-awareness Social awareness

Self-management Relationship management

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Self-awareness means you're conscious of:

Your emotions – You know what you’re feeling and why, when your emotions are starting to take over, and how your emotions can affect you.

Your strengths and weaknesses – You know what you do well and what you do not do well.

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Self-management skills include: Self-control – You know how emotions can

affect you and you know how to avoid trouble. Transparency – What you see is what you

get. You are open and honest about the good and the bad.

Flexibility – You can adapt your behavior to meet the needs of the current situation.

Ambition – You have the drive to succeed, and you know what you need to do to get there.

Optimism – You see the world through rose-colored glasses.

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Complete the inventory

Score the inventory

Group discussion

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An individual with high social awareness exhibits:

Empathy – You understand how others are feeling. You have the ability to see things from their perspective.

Organizational awareness – You have a keen eye for the political realities, opportunities, and liabilities of the organization. You know the movers and shakers and you know how to reach them.

Service orientation – You know what your customers—both external and internal—need, and you know how to get it to them.

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If you have good relationship management skills you are:

Influential – Colleagues and friends look to you for guidance and leadership.

A catalyst for change – You’re good at seeing opportunities others might miss. You can see the pros and cons of a new path and can influence others to join you.

Good at conflict management – You’re a born diplomat.

Collaborative – You’re not one to take all the credit. You share your ideas and incorporate other viewpoints.

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Most organizations have an individual who is known for getting good results at the

expense of everyone else. This person is the S.O.B.

The S.O.B.’s “motivational” methods go against all psychology, company policy, and common sense, but when the S.O.B. turns in

big numbers, higher-ups hail the S.O.B.’s “strong leadership” and turn a blind eye to

the misery of the S.O.B.’s subordinates.

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People always perform better when they’re motivated and engaged. The trick is to find out what makes each person tick, because there’s no single solution.

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Maintain sustainable revenue increases To do so you must have engaged, loyal

customers (or residents) To do so you must engaged, loyal

employees The only way to have engaged, loyal

employees is to have great managers and leaders

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The Gallup research has also revealed that business units in the top half of employee engagement show, on average:

86% higher customer success rate 70% higher success in lowering turnover 70% higher success rate in productivity 44% higher in profitability 78% higher success rate in safety figures

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How would you define engagement?

What are some traits of engaged employees?

How would you describe an employee who is disengaged?

How would you describe an actively disengaged employee?

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According to the Gallup research there are three categories of engagement and how the American workforce breaks down:

Engaged employees – 30% Disengaged employees – 54% Actively disengaged employees – 16%

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People don’t Leave companies,

they leave bosses.

Just as important, disengaged employees are usually the lowest performers.

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Lower needs must be met before attempting to meet the higher needs.

When lower needs are met, the ability to meet higher needs is what separates the engaged employee from the disengaged employee.

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Much like Maslow, The Gallup Organization has identified a hierarchy of eight needs to engage employees. As a leader, you need to meet these before you can step up to the loftier goals, like organizational vision and

mission.

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You may need to supervise or manage employees

You may give them specific directions You may discipline folks. Most of the time, effective leaders spend

their time giving helpful feedback to employees—and coaching them.

Let’s define some of the terms above….

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Managing / Supervising: “To exercise executive, administrative, and supervisory direction on; to direct the professional career of.” Basically, it is telling your employees what, when, and how to do what they do.

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Feedback: The process of describing to another person how his or her behavior affects you, others, or the accomplishment of a task.

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Coaching: A method of conversation that creates a climate and context to give individuals and groups more confidence — and puts them in position to act on the specific goals they are committed to achieving.

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Coach: A person who facilitates the learning that results in future-oriented activities. He or she is a trusted role model, advisor, friend, steward, or guide. A leader can be any of these.

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Disciplining: The process used to address substandard work performance or stop unwanted behavior. The employee's performance has reached a stage where immediate corrective measures are required.

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1. Give feedback as soon a possible. 2. Keep your statements simple3. Be sincere. 4. If it's a pattern of behavior you want

to reinforce or correct, give feedback frequently

5. Feedback is a two-way street. 6. Receiving feedback is just as difficult,

if not more so, than delivering it.

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Coaching is not about providing answers. It is about helping someone find the

answers for themselves.

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Managing: You tell the person what to do.Vs.

Coaching: You help the person decide on her own what she needs to do.

“Give a man a fish, you have fed him for a day. Teach a man to fish, and you have fed him for a lifetime.”

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1. Performance: To improve, maintain, or exceed work performance. This is the leader’s responsibility.

2. Development: To provide guidance on the employee’s general development and/or career development goals. This is the joint responsibility between a leader and an employee.

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Did the coachee do the majority of the talking.

Did the coach listen and guide the conversation through questions.

If at the end of the conversation, you feel like you did most of the talking, chances are you weren’t really coaching.

Next time, take a step back and listen more.

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…… A team is comprised of a small number of A team is comprised of a small number of people, with complementary skills who are people, with complementary skills who are

committed to a common purpose, committed to a common purpose, performance goals and approach for which performance goals and approach for which

they hold themselves mutually they hold themselves mutually accountable…accountable…

The essence of a team is common commitment. Without it, groups perform

as individuals; with it, they become a power unit of collective importance..

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What would happen if the community staff did not have shared goals, commitment and accountability?

What can keep a group from becoming a team?

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Three basic conditions need to be present before a team is considered emotionally intelligent.

1. Mutual trust among members2. A sense of group identity ( a feeling among

members that they belong to a unique and worthwhile group)

3. A sense of group efficacy (the belief that the team can perform well and that group members are more effective together than apart)

Read the excerpt from “The Emotionally Intelligent Team” on page 6-4

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Individual EQ Competencies Team EQ Competencies

Self-awareness Team awareness

Self-management Team management

Social awareness Organizational awareness

Relationship management Organizational management

Even if everyone in the group has good individual emotional intelligence, it doesn’t mean they'll

have an emotionally intelligent team.

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Emotional awareness (individual members and team)

Knowledge of strengths and weaknesses

Common strategy, purpose, and commitment

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Trust and respect Clear roles and responsibilities Internal communication

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Alignment of team purpose and organizational vision

Service orientation Political/social awareness

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Building collaboration, cooperation with other groups/teams

External communication

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Team derailers can lead to a “me first” attitude among team members. When people are looking out only for themselves, conflict arises and stays unresolved, which lowers morale and engagement. The discord makes it difficult for people to meet any goals at all – team or individual.

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Each stage builds on the preceding one. Teams must follow this sequence if they are to become fully functioning, emotionally intelligent

teams.62

An exploration period Team members are often cautious and

guarded in their interactions This is where the team awareness

process starts. Members explore the boundaries of

acceptable behavior and start to develop perceptions of others.

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A time of competition and strained relationships

Start to define roles and responsibilities Barriers to teamwork start to surface:

control issues clashes in working styles conflicts between members lack of trust communication deterioration and blame.

The most critical stage a team has to get through.

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A time of cohesiveness among team members Team members discover that they have common

interests and common goals Communication appears more open and honest Roles and responsibilities start to become

identified and accepted The team discovers their common purpose They learn to appreciate each other. Having achieved team management, the team

can focus on organizational awareness and management

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This stage is the most harmonious Team members begin to define what it means

to be part of a fully functioning team Communication is open and supportive and

team members act in concert with each other without fear of rejection.

The team now has a sense of its own identity The team is greater than the sum of its parts. They have achieved the essential conditions for

team effectiveness—and emotional intelligence

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Encourage ongoing self and team assessment. Observe the team and offer feedback when requested.

Develop team members to their fullest potential. Coach them and help them grow.

Look for ways to increase the team’s capacity. Support new ideas and ways for achieving positive outcomes.

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• Leadership versus Management

• Emotional Intelligence

• Engagement and Motivation

• Feedback and Coaching

• Teambuilding• Action Plan

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This plan is yours and yours alone You decide on which leadership areas

you want to work.You set the number of goals

You decide on the action steps and timeline.

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