We know measurement is the key to improving performance. This year, our Training Department rolled out a new tool to help evaluate and assess our managers based on evidence. After months of testing, the result is a new manager scorecard to help us elevate every manager in every market.
“It’s going to be a game-changer for us,” partner and regional head Brad Dykes said. “It levels the playing field and removes emotional-based assessment.”
When general manager Caiti Kopp received her manager scorecard in January, her rating was what she called “humbling.” Caiti quickly realized there were problems to fix. She appreciated how this new system laid out her problem areas in black and white.
“It’s living our core values and standards. I think the scorecards are great,” Caiti said. “I really love being able to measure myself like this. It’s something I was missing,” Caiti said.
The scorecards measure every aspect of our business. It’s designed just like our house to asses everything from people and productivity to customer service and credit underwriting.
“It’s a compass to understand what direction managers need to go,” said partner and senior trainer and director of learning and development Courtney Dies. “It’s helping elevate us and fulfill our potential.”
Since our first manager scorecards were released, SMTs met with every manager, creating WWWs to develop habits to set the managers and, ultimately, our properties up for success.
Caiti focused on her people and expense control Alas Over Lowry. She worked with Brad to create a plan to get her turn and work order productivity to standard and reduce delinquency. Last month, she made progress on both fronts.
“Even with 13 flooded units in January, we hit our work order and turn goal. All but one of the flooded units was completed, and those residents are happy,” Caiti said.
“This month, my scorecard is above an 8.0, and it’s exciting not just for me, but my entire team. I brought them along with me, and I get to celebrate with them. It comes back to having the right plan and executing our standards.”
Senior manager Krystal Ware tested our scorecards throughout 2022 while working at Allura. By analyzing her performance using these evidence-based assessments, she turned the property around and successfully positioned it for a refinance this year.
“This property challenged me,” Krystal admitted. “I’d seen five different managers try and fix it, so when I was placed at Allura, I was determined to succeed. By utilizing the scorecard, I clearly identified problems and solutions. Then it was up to me to use my resources and build the right plan.”
Krystal identified areas her habits negatively impacted her people and the property. She took ownership of root problems with expense control, customer service and sales and drafted up a WWW she updates monthly with her scorecard. By using this resource, she’s improved her scorecard from a 6.73 to an 8.0.
“We always say it’s important to own your development. Now we’re putting managers in a position to know exactly where we stand and where we need to improve every month.”
As new customer surveys are released in March, Brad looks forward to the impact we’ll see on scorecards across the company.
“I’m excited to see where we are and the progress our people will make. The facts are facts, and now that we’ve clearly identified what we need to fix, our people are embracing it.”