By Stephen L. Burger, CPM, CRX, CRM
We at EBMC pride ourselves on the team that makes us
successful, both on a day-to-day basis and over the long haul. Many of our team
members have been with us for decades, and those who are up-and-coming already
show the drive and determination to serve our investment/ownership clients by
serving the occupants of all the properties we manage.
This is a success story that starts at the hiring stage. It
doesn’t just happen, and it’s not dumb luck. Too often business leaders are
stuck in a position of hiring to fill an open slot. But focusing on immediate
need without simultaneously considering long-term strategy can be detrimental
to your business health.
This fact was underscored recently by two thought-provoking
articles. The first we reported on recently, a Harvard Business Review
piece about motivation. The article made the point that encouraging
employees to go above and beyond their normal functions might have deleterious
effects on the business if they feel not inspired but coerced into doing so.
One of the writers’ solutions to this dilemma was to, “Hire
people who demonstrate a natural inclination to be good organizational
The other article appeared in JPM
Magazine, the official journal of the Institute of Real Estate
Management. It focused on succession planning, a process that too often is left
until the soon-to-retire C-Suite executive is poring dreamily over yachting
When is the proper time to start
developing a succession strategy? You guessed it . . . at the hiring stage. “We
encourage firms to hire people who have aspirations to do more and a motivation
and desire to be better than they are going in, rather than hiring just to
satisfy the status quo or fill an empty chair,” says Christopher Lee, president
and CEO of the Los Angeles-based CEL & Associates, in the article.
Think of it this way: People and real estate are the two
costliest areas of any business. When you choose an office, you look at its
potential performance over the long haul. The same is true with people. Why
would you not prepare a hiring strategy that looks not only to immediate need
but equally to the long-term potential of a particular candidate?
As our own success points out, and these two articles in
turn bear out, there’s much more to hiring than immediate need.You will ultimately pay for a hasty choice
downstream. But a well-thought-out hiring plan will pay dividends well into the
future of your business.
So choose carefully, remembering the long-term significance
of near-term choices when you are hiring.
Steve Burger, President
EUGENE BURGER MANAGEMENT CORPORATION
As president and COO
of Eugene Burger Management Co., Steve
Burger is directly responsible for the overall quality, depth and
consistency of management services provided in all 15 regions in the EBMC