Regional manager trainer Courtney Dies joined The Connor Group in May 2016. She’s been a leader in our Nashville market and officially moved to Chicago to rebuild the culture. Over the last year, Courtney has made phenomenal progress in Chicago and multiple other markets. She’s served as a great role model for the market, setting clear expectations and has delivered results.
Courtney recently sat down to answer a few questions for Loop…
QUESTION: You were sent to Chicago to help rebuild the market. What was your game plan?
ANSWER: My plan was pretty simple. I live our culture every day. That’s who I am. So I went in and was the gritty, committed, high-achiever I am every day and led by example. I knew if the team had the right leadership in the market, we would get back on track. I also knew it would be challenging because I was coming from Nashville, where at the time, we just had one property. Chicago had five properties and a culture that was broken. I knew it would be an uphill battle and a challenge.
Q: What resources did you lean on to hit the ground running?
A: I remember meeting with Bob Lloyd before moving to the market to talk about our goals and what I needed to accomplish. Bob told me that I would be on one side of the fence and our Chicago associates would be on the other side. I had to be strategic and get those people closest to my side of the fence, invest my time there first and bring them across to the other side. That helped me put everything into perspective and put a gameplan in place. I also leaned in on regional head Brad Dykes. Our united front and teamwork are what helped move the needle so quickly.
Q: When did you see your first big wins in Chicago and know the market was turning around?
A: It was in January. Both Glenmuir and Wheaton 121 and Tapestry hit the trifecta – traffic, approved rentals and renewals. It was the first time Tapestry hit goals in a long time, and it was the first time ever for Wheaton 121 hitting all three goals. Those wins gave us traction to start setting the right mindset. It was phenomenal when our associates saw how following the systems and doing the right things work!
Q: After moving to Chicago, other markets needed your support. What other markets have you been assisting with training?
A: It’s been a wild year. First, it was team “Minne-ago” when Minneapolis needed support, and I partnered with partner and manager Amanda Barnes. Then, suddenly, we had two acquisitions in Nashville. On top of that, Elliston 23 had 62 approved rentals in May and 54 approved rentals in June. COVID sent a flood of Vanderbilt students our direction who needed housing. I began traveling back to Nashville to help, and I also jumped in to help in Louisville. I’m always happy to go where I can have an impact and where the training needs are. It just made planning my time even more important to make sure I was accomplishing everything I needed to in a day and still moving the big rocks.
Q: Manager turnover in Chicago has been low compared to other markets. What are your keys to success?
A: It starts with having a clear training plan and dedicating the right time to the right people. We’ve got be direct and honest with our feedback and give associates a clear training plan. I’ve also had great people who supported me when I’ve had larger groups of trainees – managers Michelle Murphy, Maike Jacobi and Nancy Najera stepped up and filled the gaps when I wasn’t in Chicago. So even when I wasn’t around, associates are getting the time and dedicated training they need to be successful.
Q: Tell us about your family.
A: I have four daughters, Isabella, 14, Aurora, 8, Viven, 6, and Gisele, 2. As a mom, these four are my driving force when I’m at work. They also push me to develop my time management skills. My best advice for other moms out there is to be disciplined. I make special time on the weekend with my girls and make sure they know it’s all about them. I’m also lucky to have the support of my family.
Q: You’ve worked closely with Bob Lloyd over the years. What’s your favorite memory?
A: It would have to be at Elliston 23. We were having problems at the property, and we were not aligned on how to fix them. Bob decided to come down to the property and spend a few days digging in. He came in his blue suit to do mystery shops at our competition. When he came back to Elliston, he said, “We should have no problem with our rates based on what I was quoted.” I told him he looked too professional in his suit and needed to shop again in “normal” clothes. The next day he came down into the leasing office in a bright orange polo and bedazzled True Religion jeans! I’ll never forget it. At the end of the visit, Bob had a better understanding of the market, and he coached me on being solutions-oriented. I had to stop making excuses and figure out a way around the problem. It was a great learning experience for me, and we were aligned on a plan by the time Bob left.
Q: What’s your best advice for other associates at The Connor Group?
A: It’s about being satisfied and never being satisfied. Stay hungry. Keep working on yourself. If you’re driven and passionate, you’ll do great here. Once associates get past their first nine months to a year, don’t get complacent. I am always looking to learn and continue my own personal training and development, and I think that’s been part of my success.
