We Don’t Want You Anymore

In every successful community and management company, there are a few standout team members who consistently outperform their peers. These top performers are vital to the property’s profitability and reputation. Upper management should be proactive in retaining them by avoiding common mistakes that drive high achievers to seek greener pastures elsewhere. 

Setting unrealistic performance expectations is rarely in a management company’s best interest. What would be the reaction if you told your leasing agent who made $100,000 last year that you are cutting their commission potential by 50%, however, they could make up the loss by leasing twice as many apartments in the coming year even though no one in the history of the company had ever leased that many apartment in a 365-day time span. Most likely that leasing consultant would be exploring opportunities with competitors. 

Another misstep is expecting employees to adopt the same hustle culture and always-on mentality as an entrepreneurial owner. Demanding constant availability and participation in an unrelenting work grind can push not just top talent but valued team members into the arms of competitors. Upper management should lead by example and promote work-life balance, sending a message that personal time is valued. 

A third common driver of talent exodus is a lack of open communication. Designating regular "office hours" for team members to ask questions, seek advice, or voice concerns signals an open-door policy and approachability. This accessibility can go a long way in making top performers feel heard and valued. 

In today's competitive talent landscape, avoiding behaviors that alienate high achievers is invaluable for retaining a strong team. By setting realistic goals, respecting work-life balance, and maintaining open communication, owners can cultivate an environment where top performers thrive and have little incentive to explore other opportunities.