CRE Insight Journal Issue 4

COMMERCIAL REAL ESTATE

OFFICIAL PUBLICATION OF THE BUILDING OWNERS AND MANAGERS ASSOCIATION OF GEORGIA

JOURNAL

Issue 4, 2020

Evolving Workforce: Finding the Next in Commercial Real Estate Decoding the Resume: Finding Transferable Skills Page 16 Corporate Culture Begins and Ends with Trust Page 28

www.bomageorgia.org www.creinsightjournal.com

The Rising Role of Technology in Commercial Real Estate

Page 12

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Insight • Issue 4, 2020

Contents

The Commercial Real Estate Insight Journal is published for:

ISSUE 4, 2020

04 Advice for the Property Team of the Future 06 BOMA International Creates Getting Back to Work 2.0 Guide 08 The Global Mindset and CRE 12 The Rising Role of Technology in Commercial Real Estate 16 Decoding the Resume: Finding Transferable Skills 20 Mindfulness as a Leadership Concept Communications: Building Engineers to Property Managers 21 How Technical Schools are Working to Close the Labor Gap 22 With Roy Abernathy with Newmark, John Oliver with Oliver and Company, and Don Henry with DRH Advisors

By Becky Hanner, Commercial Asset Services

By Angela Covington, BG Talent

With Matt Tenney with The Generous Group

With Mark Harrington with Epic and Christina Fore with Cousins

With Shane Evans with Chattahoochee Technical College and Cher Brister with Gwinnett Technical colleges

24 Americans with Disabilities Act Turns 30 28 Corporate Culture Begins and Ends with Trust 38 Five Tips to Grow as a Leader

By Mark Gallman

By Paul Petricca, Torque Consulting

With Cynthia Mills with The Leaders’ Haven

32 Calendar of Events 34 Allied Member Service Directory

39 Advertisers on the Web

BOMA Georgia 5901 Peachtree Dunwoody Rd, NE Suite C-300 Atlanta, GA 30328 (404) 475-9980 (404) 475-9987- Fax info@bomageorgia.org www.bomageorgia.org www.bomalegacy.org www.bomageorgiafoundation.org www.creinsightjournal.com The Wyman Company Advertising Representatives: Jaime Williams jwilliams@thewymancompany.com Janet Frank jfrank@thewymancompany.com Halee Mcbeth hmcbeth@thewymancompany.com Beth Sheahan bsheahan@thewymancompany.com Katie White kwhite@thewymancompany.com Editor-in-Chief: Gabriel Eckert, CAE, FASAE geckert@bomageorgia.org Executive Editor: Jacob Wilder, CAE jwilder@bomageorgia.org Managing Editor: Molly Looman mlooman@bomageorgia.org 2020 BOMA GEORGIA OFFICERS President: Russell Copeland President-Elect: Natalie Tyler-Martin, RPA Vice President: Amanda J. Madrid, RPA, LEED GA, FMA Immediate Past President: Kinsey R.Hinkson, RPA, BOMI-HP DIRECTORS Bo Reddic Christie Campbell Trace Blackmore, CWT, LEED AP Jess Moore Trenton C. Patterson Patrick Freeman, RPA CPM CCIM LEED AP Laurie Harper Jack Kennedy Grace A. Meyers, RPA David Vences, LEED GA, SMA, SMT EDITORIAL COMMITTEE Chair: Cicely Anderson Staff Liasons: Molly Looman, Jacob Wilder Members Amanda E. Bare, Amanda Daniels, Drew Higgins, Constance Towles Hodges, Paul Hunter, Nancy Larson, Stacie L. Stamper, Robin Stewart, Rob Walter, Tammy Weeks

Unless otherwise noted, all articles are written

by CRE Insight Journal Managing Editor Molly Looman © BOMA Georgia 2020

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3

Leadership

Advice to the Property Team of the Future Everyone in commercial real estate had to start somewhere. Whether commercial real estate was their first job out of school, or they came from another industry entirely, each commercial real estate professional has forged their own path. We collected some words of wisdom from leaders across the industry about what it takes to be successful and what the property team of the future can do to ensure success.

It has become clear over the past year that property teams need to be adaptable, creative and solutions-focused. However, a property professional also has to prioritize their own leadership development and professional betterment. These words of advice will hopefully give new members of the industry a stepping stone for their career.

Don’t be afraid to ask questions. Questions are not a sign of weakness. The day we stop asking questions, we are really in trouble.

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Insight • Issue 4, 2020

Nikkia Rogers Senior Property Manager The RMR Group

While 90 percent of your work will be in front of the computer the remaining 10 percent, being in front of the tenant, is the most important. Know your building and engineer. My “experienced” engineers answered hundreds of questions when I was new to the industry and they never tired of the “what is that, how does that work, why is that flashing” questions. They will appreciate your sincere desire to learn and understand what they do each day. Our engineers are the boots on the ground that keep our properties running and tenants happy – appreciate and respect them.

Work hard. You do not have to be the smartest person in the room. If you work hard, apply yourself, are engaged, committed and a good team, you will be successful. People will notice you and see what you are doing.

Shelby Christensen Chair and Chief Elected Officer BOMA International

Over my 16 + years in this industry, I’ve learned that every day is different and brings its own set of challenges. Keeping a good attitude is the foundation that will help you tackle the issues that are sure to come being a property management professional.

Anita Scarborough Senior Porfolio Manager Lincoln Property Company

Learn from your peers. Ask questions.

Bring new ideas. We get in a rut. You bring in someone new, ask them what they think.

Boyd Zoccola Executive Vice President Hokanson Companies, Inc

You have a property to manage, but don’t look at it simply that way. You are effectively the CEO, in many instances, of a building with a budget of 14 or 15 million dollars, so look at it that way.

You have to get the career-type education, you have to keep up with that with continuing education and you have to build your network.

Our industry is a large industry, but it’s a small town industry. Everyone knows everyone.

You are also the mayor and from that standpoint, you need to be out and about, you need to be seen and engaged with your tenants that are effectively your partners. Get out of the office and engage.

Murray Greene President/ Chief Operating Officer Green Commercial Real Estate Group

Bob Six Chief Operating Officer Zeller

You can’t serve others, if you don’t take care of yourself.

Todd Mitchell Director, Property Management Bridge Commercial Real Estate

My best advice is to continue to feed your intellectual curiosity by investing in yourself with new technology, sharing that knowledge in collaboration and being a trusted advisor to your clients.

Stacy Shirley Market Engineering Manager, SVP JLL

It’s important to get a mentor. Meet a couple of folks and what you will find naturally is that you discover a mentor who will tell you the training you need to pick up, the skills you will need, and really build up that network.

Henry Chamberlain President BOMA International

Learn as much as you can as fast as you can. There are a lot of facets to property management so just immerse yourself in it. Find a great mentor. Find someone who you can explore property management with together. It is never to early to find out what is different about you. It is never too early to identify what sets you apart.

Paul Petricca Principal Torque Consulting

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5

COVID-19, Office

BOMA International Releases Getting Back to Work 2.0 Guide While the new normal continues to evolve, BOMA International has been working on a new guide to help property professionals safely and methodically welcome those tenants that choose to re-enter the building back to work.

In their new guide, Getting Back to

Work 2.0: Building Re-Entry Best Practices in a COVID-19 Reality, BOMA

International is replacing their original guidance document with one that deals with the present backed by information gained over the past several months.

The guide covers communications tactics with tenants, vendors and contractors as well as how to properly maintain a supply chain during the eb and flows of lockdowns.

This new document also includes proper Center for Disease Control and Prevention (CDC) guidelines when it comes to social distancing, personal protective equipment and mask mandates. The guide puts all the quick-hit, need-to-know information in one place.

The process of reintegrating tenants into a property with new guidelines can be logistically difficult. BOMA International hopes that this guide makes that transition easier while maintaining a high level of safety. The guide breaks down best practices for adjusting each system for COVID-19 and includes additional resources from other associations and health leaders.

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7

Diversity, Equity and Inclusion, Leadership

The Global Mindset and CRE Home and Abroad Globalization is not new. Countries and cultures have been connected for decades and the increased capabilities of technology have made those bonds more accessible and stronger.

A global mindset for a commercial real estate professional is a way to unlock a new world of business, inspiration, and innovation.

Not everyone is in a position to partner internationally or work with properties in other countries, but having a global mindset goes beyond the properties someone manages. It is a strategy for success. For those working internationally, entering the global mindset is essential to survival and success in a world that grows smaller.

Unlocking the World Having a global mindset can feel like a nebulous request, but it can be boiled down to awareness. John Oliver, chairman and managing principal with Oliver and Company, said that he looks at having a global mindset as looking outside your immediate universe.

“Step outside of your own awareness level and that means that you want to be open to learning and having an interest at looking at life through a different lens,” Oliver said.

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Insight • Issue 4, 2020

For those working internationally or with international clients, the ability to assimilate and perform within a new culture is paramount.

For Roy Abernathy, executive vice president of global workplace strategy and human experience with Newmark, perparations for meetings in a new country begin long before the flight. It is a daily practice.

“It’s about understanding what is going on socially, politically, medically, and learning how to apply consistently on that local level,” Abernathy said.

While some professionals like Abernathy rely on a global mindset for their international work, it is important to recognize the importance of global events no matter where a property is located.

The global mindset is not just for those with properties in another country, but also for property professionals managing locally.

Founder of DRH Advisors Don Henry said that CRE professionals need to recognize that no one is immune to the actions and trends of other countries.

“Very few investments, including real estate, are immune to political, social, and economic developments occurring abroad,” Henry said.

Understanding the importance and definition of a global mindset is one step, but how can a CRE professional put this into practice?

Walking the Walk Learning the events of the world is a daunting task and a daily one. Professionals that work in the international arena have a responsibility to be conversational in the state of the world, especially in the country in which they are visiting. Abernathy reads a global news update every morning before work, just to make sure he knows what’s happening and what topics he needs to be aware of. However, being an effective global professional is about more than just knowing the news. Abernathy said when he traveled for commercial real estate, it was all about the people.

“When I used to get to travel internationally, I would spend time to spend time with the client outside of the office,” Abernathy said. “I would learn about their role in the community, what key amenities they look for, and not stay in the hotel that was right next to the client’s location but one that was centrally located in the heart of the community.”

Learning about a different country’s hot and cold markets, real estate sectors and trophy properties is only one part of the deal.

Social norms and traditions can make or break when it comes to having a successful meeting with a client. Communication with international partners, translators, and guides beforehand can prevent a lot of missteps. Henry said that preparation on cultural norms must be done before anyone steps into the meeting room.

“Before we talk about real estate with our international investors, we need to first cover some ‘soft’ topics such as their home country customs, norms, and business practices; communication preferences; and expectations of us as an investment manager,” Henry said.

Success and respect are important because they set up the reputation of a commercial real estate professional in the global space. John Oliver worked his way from a suburban office park to crafting deals in countries all over the world. He said the critical nature of reputation cannot be stressed enough and that transparency should be a paramount objective.

“What I began to realize is reputation in our business is everything. When I reached the national level, the world actually got smaller because everyone knew everyone,” Oliver said.

Ultimately, working with international partners or clients is about respect and empathy. Abernathy said that CRE professionals must remember what they are trying to create for a client: a workspace, a community center, a retail experience, and do their best to learn enough to produce that product effectively.

“In a lot of cases, your job is to bring an empathetic approach to the challenge facing the client,” Abernathy said. “It’s more important than ever to look at every facet of a decision including the geographic, people and business aspects.”

Continued on Page 10

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Close to Home The United States is home to a diverse group of citizens and visitors. Across the country, each state and county and town is home to a whole host of people, each with a different perspective. This is precisely why the global mindset does not only apply to those who work and travel abroad.

This mindset can help improve the professional life of many property managers. Henry said that cultivating a global mindset state-side starts with a little research.

“Introduce yourself to the international members and pick their brains to understand what’s happening globally and how this compares to what’s happening in local markets,” Henry said. “Make a habit of reading international publications such as The Economist and Financial Times.”

Having that awareness of global events can also help professionals perform better in their positions and produce different ideas for their owners and managers. Even though an individual property manager may not feel that international affairs are within their scope, many owners make that knowledge a priority, and being able to be a part of that conversation can make a great impression.

“If you want to grow professionally and be able to relate to your owners more and more, you need to have a mindset that is open to international,” Oliver said.

What is being done in another country in the commercial real estate world can serve both as inspiration and reference for choices that can be made in one’s own country.

10 Insight • Issue 4, 2020

Oftentimes, a CRE professional going through a particular challenge or considering a certain innovation can find an example in another culture and use that to inform their decision-making.

Abernathy said that many people are surprised by the number of transferable concepts that can be found when having a global mindset.

“We are really good at what we do but doing things globally provides a lot of learning and opportunity, so really understanding things that can be applied from one place to another is a great benefit to international work,” Abernathy said.

Open Doors Understanding and branching out into a new culture takes patience, effort, and understanding. However, the benefits of being able to bring in global influence are often worth the work. Oliver said that the moment he began to think outside his physical location, his professional life began a new path.

“When I first got into commercial real estate, I was in a suburban Atlanta office building and I was the leasing and property manager, so my world was small and my world revolved around that office park, and I was trying to learn everything that I could, but it was limited through the lens of that office park,” Oliver said.

Not only does international work bring in new business and new clients but it can open a professional up to a whole new world of understanding.

It turns the focus to client needs and wants in a way that will improve a professional’s property management or asset management skills internationally and locally. Beyond cultural improvement, international work can be a positive financial strategy as well.

“Working with international partners and clients promote diversification of three important financial measures: assets under management, investment returns, and revenue,” Henry said. “Additionally, a global approach provides access to a wider pool of investment opportunities and exposure to individual investments that can favorably reduce correlation within a portfolio.”

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Whether managing a facility in the states or developing office space in Japan, the global mindset is another tool in the property professional’s toolbox. For those working internationally it is an essential practice, but for those working locally, exploring the global mindset can be an excellent way to remind one’s self about the core work of a property manager.

“People, place, and process are workplace strategy if you look at the core definition. The real estate component of that has tended to be the place, but realistically it is tied to the people,” Abernathy said.

From investing in an international news subscription to deep cultural studies, a global mindset can add value both to an individual and an organization. Consider what pieces for this practice are most effective for your specific role and don’t be afraid to step outside your comfort zone.

Quick Tips for International Video Meetings •

Understand the cultural norms of the other country when it comes to technology use

•

Watch your angles to ensure you are not looking down at or up at the client or partner

•

Be aware of your lighting and background. Double-check that there is nothing offensive or symbolic to the other people on the call.

•

Check, double-check and then triple-check your time zones. Being late for a meeting isn’t acceptable online or in person.

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11

Technology

The Rising Role of Technology in Commercial Real Estate

By Becky Hanner, Commercial Asset Services I can remember grappling with the use of Symphony and Excel decades ago. IBM Lotus Symphony is long gone, and Excel still rules. I look back on that now and chuckle, because as difficult to learn as Excel once seemed, now co-workers say that I am the ‘Excel Queen’ because of my familiarity with its abilities.

Time marches on and so does change. Change puts its mark on everything within commercial real estate including architectural design, tenant expectations, ownership structures, fire codes, floor measurement standards, and lending practices. As with everything else in the industry, the role of the property manager is evolving to meet the needs of buildings, owners and tenants.

We’ve heard the same message repeatedly over the past several years. The message that the property manager needs to help tenants find employees; that our space is a service, not a commodity. We no longer have tenants, we have guests.

Building occupants want the sophistication of “proptech” integrated in management of their buildings.

The reality is that the employee base is dwindling. Employers are vying for the best employees. HR groups are more involved in site selection now than has traditionally been in the past. The location/park/building is used as a draw to attract the best of the employee pool.

Think about what technologies your property is currently offering to tenants. With health and safety as a priority, building occupants prefer automatic doors, destination elevators and touchless bathroom dispensers. They wish to have the ability to reserve socially distanced time in an on-site amenity, such as a fitness center.

These technological expectations go beyond health and safety. Building occupants desire smart building systems that help to customize their personal experience, such as light control and air comfort. They want a variety of food choices, delivered to them either by food trucks or other delivery, that they can become aware of and place orders for from their phone. They wish to do their errands while at work, leaving more time on the weekend for other things, so now amenities include providing mobile services such as chiropractor, laundry service or golf club repair. Tenants expect to receive push notifications to alert them of upcoming property events. Proptech provides a higher level of desirability and sophistication to the property.

12 Insight • Issue 4, 2020

So why, then, is identifying and implementing new technologies so difficult for property managers? Consider these three things:

REDUCE operating expenses: A manager has a fiduciary responsibility to keep property costs down. Often, they find certain items cut from a proposed budget, simply to keep operating expenses as low as possible for a well-run building. For this reason, they tend to be timid about adding expenses to the plan. While they may add a couple of cents to the bottom line to add a technology, they may find that it pays for itself with efficiencies found in operations. Once the proptech is implemented, the manager will likely find themselves with time available for other projects.

Think about life before an electronic work order system. While there is a cost involved with this system that was not incurred prior to having it, the analytics provided by the system help a team be proactive in building repairs.

IT AIN’T BROKE: The building team has been

running the property without use of the new technology up to this point, so a manager may find it difficult to visualize how much more efficiently and/or cost effective a property can be run using the new platform. Further, if the team is too busy for implementation of the system, they need to understand that while it may take time for start up and to learn the system, they will quickly gain in efficiency, once implemented.

Remember, a fax machine worked too, but that does not make it better than being able to scan a document.

THAT’S MY JOB: A manager may be afraid of

losing staff if they implement more efficient systems. They are probably overworked now, so by streamlining processes, they will be freed up to focus on more important things, such as tenant facing and relationship building opportunities. While staff may initially bucked the idea of an automatic door locking system, it did not take long for them to understand how much easier this made it to manage their day.

I get it – change is difficult. Property managers have an abounding menu of responsibilities and are overwhelmed.

This makes it more difficult to explore change, even though they may inherently know proptech will make their workload easier in the long run. My suggestion is to be curious, network with peers and open your mind to possibilities. Try not to worry about making your next deadline and instead, be thoughtful about what else you can do for your property to differentiate it from your competition. Decide you prefer to be the outlier, rather than a follower.

As you consider the many opportunities available, consider tenant’s requests.

Think about what your competition is doing. Contemplate processes that can be streamlined. What platforms accommodate your needs?

You may think about building operations, accounting processes and tenant satisfaction as separate categories. Perhaps you will place several technologies in each division.

Research each platform to determine best in class. Identify proptech that is most important for the building, your staff and to your tenants.

Review these options and the financial implications of each. Come up with a strategic plan regarding timing of options, much like you develop a capital plan. Be innovative and creative and be sure to identify the benefits of implementing such a technology in your plan.

Next, make your recommendation and layout your plan to the building representative.

Consider implementing one to two improvements a year. Communicate to your tenants. They will get excited about the upcoming building enhancements. Broadcast through social media what you are doing to upgrade the building services and the tenant experience.

There is a mentality change within our industry and this evolution includes technology.

Proptech is already an integral part of our industry and will continue as such. Commercial real estate buildings should implement platforms to remain relevant and maintain value. A good property manager will develop a technology plan and start to implement it over time. They know that a stagnant property may erode in value. Use your power of persuasion to convince your team of this initiative and explore!

Continued on Page 13

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Technology

With all the new proptech, how does a property manager know which technology to implement, and how do they present to their owner for approval?

The following are some things to consider: • Does the technology have financial backing?

• Is their technology robust or was it developed in someone’s garage?

• Does the company fully understand the needs of commercial real estate?

• Does it provide a good solution to the specific problem?

• Can you have a trial run on the software?

• Will the software development team listen to your concerns and make enhancements to the platform?

• How many people are on staff and committed to providing service?

• Is the service group outsourced or is it in-house?

• Is there an app and how many versions have been approved? Apple and Android?

• Will there be hidden fees in the price?

• Can the technology interface with others the building is using?

• Will it be relevant next year?

• Will the company still be solvent in a few years?

• Will it be easy to implement?

• Will you have an implementation ambassador assigned to you?

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These may seem archaic now, but can you remember when?

• Your company had a large computer room that housed the brains for your office computers that had to be backed up every night for fear of losing that day’s work • Developing development proformas on Excel, prior to ProJect or Argus • Implementing BMS systems with AI to determine your building schedules and minimize load on demand time • Receiving your first company laptop, so that you could work when not in the office • Physically unlocking/locking building doors every morning/night rather than utilizing an electronic locking system • Moving to a cloud-based storage for property records • Manually stamping each invoice, coding and approving, then putting together a batch for the accounts payable department for processing rather than using an electronic accounts payable system such as Avid or Nexus • Calculating operating expense reconciliations manually, instead of implementing software such as Yardi or Kardin • Physically putting together bulky tenant handbooks, rather than having electronic version • Getting real signatures, rather than using DocuSign • Running to the bank every day to make deposits, before electronic payments were available • Tracking tenant requests manually, prior to implementing an electronic work order system

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Becky Hanner is principal of Hanner Commercial Asset Services, a firm that provides Asset Management, strategic planning and training and a partner of MOBLZ, a mobile vender certification and reservation system. She is a recognized thought leader known for growing businesses while positively cultivating internal and external relationships.

She drives strategy and new business development through her vast network of contacts and ability to keep a pulse on industry trends. A skilled mentor, Becky develops a strong work culture focused on high expectations, collaboration, and quality service delivery, and achieving process improvements through employee engagement. She has an excellent reputation throughout industry, locally and nationally.

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15

Workforce Development

Decoding the Resume

By Angela Covington, BG Talent

So how does one write the perfect resume? That is a valid question and unfortunately, I do not have the tell-all answer. In a world where resume etiquette, tips/tricks, musts, and best practices are consistently changing, it is hard to keep up.

What may appear as the perfect resume to you, may not be to others. That poses the question, how do we still review and place qualified candidates that may be hiding behind a badly written resume or a resume that isn’t exactly “aesthetically pleasing” to our eye? Stay tuned and I will help guide you into having an open mind and looking for key factors that will ensure getting more candidates through your door.

Finding What You Want Some of the most important things you can look at in a resume are the candidates’ ability to work with a team, tenure, and of course the ability to work under pressure and in high stress environments.

All of those are pretty obvious, so let’s dig a little deeper.

16 Insight • Issue 4, 2020

For example, lets say you were hiring for an Administrative role that you know will require this person to have strong organization, work in a fast paced environment, and have the ability to be the face of the company and deal with high stress situations or disgruntled clients. In your search, a resume of a waitress (who also happened to work at a retail store) comes across your desk. I am willing to bet you are going to pass because she doesn’t have the “office environment and professional career” background you are looking for. Well my friends, think again.

These candidates at any given moment are juggling many tasks and responsibilities while upholding the absolute best customer service because their income depends on it, often times diffusing situations that are entirely out of their control. As someone who worked in both the hospitality and retail industries, I can tell you first-hand that I gained more knowledge on patience, respect, and diffusing situations than I could adequately convey to you.

I highly recommend taking a harder look at those resumes next time and diving into their skill set. Remember: specific software knowledge, company policies/protocols, and specific skill sets can be taught/trained. Hard work ethic, reliability, and a positive attitude cannot.

Finding Transferable Skills Read Between the Lines Now let’s dig deeper into resumes that are lack luster and don’t scream “HIRE ME!”. This is in no way an indicator that the candidate is not qualified or a great hire. Fun fact, I once had a vice president send me his resume and I thought there was a software version issue because there was no way on earth that that was his actual resume.

His thoughts were as follows, “I am a 25+ year veteran to this industry, I could never put all of my experience in a resume that wouldn’t result in a small novel. When they talk to me I will go into more detail”.

While I giggled and appreciated his sentiment, unfortunately to any hiring company out there that is looking to hire someone of his stature, at first glance his resume would have been “tossed out of the window” so to speak.

However, if you (as did I), took the time to look at what truly matters such as; tenure, professional growth, and having worked at reputable companies, then you can take matters into your own hands and truly get to know the person. Rule of thumb and protip: If you don’t get the warm and fuzzies or feel the candidate is answering your questions with candid responses that are in line with your team and company culture, trust your gut and move on.

One of the biggest hiring mistakes is talking yourself into the candidate being the right fit out of desperation to get someone in place.

The Intangible Qualities Diving back into transferable skills, let’s talk about willingness to learn, dedication, and hard work. Look for the candidates that have a proven record of dedication. This doesn’t necessarily mean length of tenure at their places of employment, it can be seen in industry/ position specific certifications, education, and achievements such as association awards, and employer specific awards/milestones, etc.

Though they may not be relatable to the position you are hiring for, they do show that this person is willing to learn, works hard to achieve goals, and is dedicated to bettering themselves both personally and professionally.

Continued on Page 18

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17

Workforce Development

Hiring for Tomorrow In closing, I really want to drive home that there is no such thing as a perfect resume. With the endless amounts of differing opinions from your colleagues, teachers and professors, to professional resume writers, everyone is bound to have a differing opinion. I encourage you to determine what values you most desire out of the candidate and look specifically for those qualities.

I personally was fortunate that the first job I ever landed was because the president of the company saw my resume by chance.

He later told me he specifically saw that I was working in both the retail and hospitality industry simultaneously while also going to school. He saw the drive and dedication and ignored the fact that I would likely require more training than someone rooted in the industry. What he saw was someone who was hard working, dedicated, eager, and had a do-what-it-takes mentality. I stayed with that company for 8 years.

If you truly want to better your company culture and hire those candidates that are going to grow, thrive, and be loyal, do yourself a favor and look at those transferable skills instead of the perfect magical unicorn that everyone else is looking for too.d

Angela Covington currently serves as the Managing Director for BG Talent, a brand of BG Staffing, Inc. Although BG Talent is a newer organically grown division of BG Staffing, Angela has worked for BG for almost 5 years in various sectors. She was an integral part of developing the training program for BG Talents sister division which included bringing new talent into the industry, giving educational training, and partnering with clients to get these entry-level candidates on-site training. She is part of the process to develop that within the Commercial division as well. Prior to working with BG Angela worked in other Management/Recruiting roles that eventually landed her where she is now. With almost 10 years of experience working in staffing, recruiting, and Property Management, she is very passionate about her career path and hopes to do all she can to see a change in the staffing industry.

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18 Insight • Issue 4, 2020

THANK YOU!

2020 BOMA Georgia Sponsors Platinum

Sponsor Highlight Orlando Ojeda, Full Circle Restoration What is your organization’s motto for the new year?

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“After weathering the dramatic bumps in the road and the extraordinary events of 2020, we remain optimistic regarding CRE in the Atlanta-metro area especially considering the essential service demands at the property level combined with the recent influx of several corporate HQs, the prospect of significant property ownership changes shaking things up, and the expectation of office re-entry accelerating over the first three quarters of the year… 2021 brings a fresh perspective. We are all in this together.”

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19

Leadership

Mindfulness as a Leadership Competency The on-call phone rings. The emails for your property manager are beginning to pile up. A tenant’s electrical is on the fritz. This is the schedule for the day. When you hear someone tell you to work mindfulness and self-awareness into your day, it doesn’t feel like it fits in the schedule. Who has time to meditate or take a personality test? Mindfulness is not a to-do item on a checklist, it is a potent tactic to make better and more productive workers.

Speaker and author on mindfulness, Matt Tenney, said the first concept to understand surrounding self-awareness is that it is a meta skill. This means it affects all parts of your life. Self-awareness as a broad term that includes mindfulness, emotional intelligence, and the capacity to be aware of one’s emotions. All of this may not sound like something that can fit in the life of a busy building engineer, but research shows that emotional intelligence can account for 90 percent of the difference between ineffective and effective leadership.

MAKE PURPOSEFUL CHOICES The second step of mindfulness is being purposeful. This is where real work can be done to make your days more productive and your leadership skills grow. There is a common misconception that mindfulness can only come in the form of taking a break, sitting quietly and not working. Tenney says that while that has its merits, it is not the only option.

The exercise he gives is simple. When you are walking, don’t let your brain go on autopilot. Think about walking. Change the way you do that activity and ask yourself, “Is there any thinking happening right now?” This may last ten seconds or two minutes, but even doing it once can break the cycle and declutter your mind. It can also be done driving from property to property.

WORDS, WORDS, WORDS

“With that spirit of curiosity, instead of talking to yourself, you are actually listening to yourself,” Tenney says.

First, a breakdown of emotional intelligence and self-awareness.

How well do you know yourself? What are your strengths and weaknesses? What skills are you an expert in? How do you handle conflict? Answering these questions is the first step and the second is using that information to make purposeful choices throughout the day.

REAL LIFE USES

Moat of the day feels like an endless to-do list, Tenney says that you can actually be more productive by doing less. There are limitations to this such as on-call assignments or emergencies, but Tenney says that the overwhelming presence of technology has forced us to give up our control of our day.

The solution to regain control is by setting limits. Email batching is the first tactic Tenney suggest. Create an out of office response that tells what times of day you check your email and then list a number for emergencies. Tenney says most professionals don’t feel it is possible, but feel instant relief when they implement the system.

“The point is, you can break that habit and when you do, you’re going to be more effective,” Tenney said.

20 Insight • Issue 4, 2020

The last factor in practicing mindfulness is its impact of your dayto-day life. Leaders are expected to give all their energy, mentally and physically, to their properties. This becomes impossible and as a leader, you become less effective if you are running on empty.

Mindfulness is self -awareness training and can lead to better team building and decision making.

Knowing your strengths will allow you to create more balanced teams. An unbalanced team can be the root of inefficiencies or poor communication down the line. A good team of building engineers includes people with different knowledge bases and skill sets. Not only does this let the team work well together, but it is better for the property. Forming this team is impossible if you are not familiar with your own strengths.

Decision making is a core skill for building and operations professionals. Being overwhelmed or not purposeful with choices can lead to poor fight or flight responses in the time of an emergency. Practicing mindfulness and taking the time to get to know yourself is a major component of growing as a leader and being better at your job.

Professional Development

COMMUNICATIONS: BUILDING ENGINEERS TO PROPERTY MANAGERS In order to troubleshoot efficiently, one must know how to communicate priorities to all involved. In emergency situations, property managers and building engineers can find themselves speaking different languages.

Practice your Communication Plan

THE FIRST 60 SECONDS

Knowing the communications plan is important but practicing it can be helpful for making sure it is clear and that everybody in the chain understands their role.

Mark Harrington of Epic thinks about what he would do in the first 60 seconds of a problem. Knowing the immediate steps after a property incident can help ease a building engineer’s mind and allow them to organize their thoughts to more effectively create a game plan.

Taking 60 seconds to evaluate the problem is essential to making the best decisions to solve a problem rather than acting without a plan.

No matter what is happening, the first 60 seconds should contain an element of communication. It could be a call to the chief engineer or an email to the property manager. Letting the essential personnel know about the problem will ensure no one is left out.

The liability is then properly assigned, and the best choices are made going forward for both the company and the tenants.

Communicate with the Whole System Christina Fore with Cousins once experienced an excellent example of building engineer to management communication, but it involved more than just management company staff. A chiller burst in a property as she was driving home.

Once Christina arrived on the scene with her engineer, it was the cleaning and security staff that had alerted the problem and began containing the water. Training and communicating to all the building staff will make for more efficient problem-solving.

Mark Gallman, a property professional with almost 20 years of experience, adds that it is not only important for building engineers to pass information up the chain, but also down the chain to their staff.

Both property managers and chief building engineers need to know what information is vital to those above them and below.

Due to time constraints, legal issues and insurance implications, making sure the right people know the right things can be the difference in emergency reactions going smoothly.

Manage your Manager Everyone has a different communication style and knowing that can make reporting problems and receiving solutions easier and clearer.

Find out how your property manager likes to be communicated with.

Do they save calls for large-scale emergencies? Does the team use walkies? When is an email ok?

Christina Fore said her top three questions she wants answered when she receives a call from a building engineer are: What is happening?

How severe is it?

Is it contained?

“No one knows your building better than you do,” Gallman said.

Learning to speak the languages of the building engineer and property manager means better communication when it counts.

In order to efficiently communicate between property managers and building engineers, all levels and areas of staff need to be aware of the plan and procedures so when an emergency occurs, everyone knows what to do.

www.bomageorgia.org • www.creinsightjournal.com

21

Workforce Development

New Avenues

How Technical Schools are working To close the labor gap

Technical education and trade schools have seen an increase in enrollment in the past decade. From 1999 to 2014, there was an increase of over 6 million students in trade schools, according to the National Center for Education Statistics.

For the commercial real estate industry that is facing a labor shortage of skilled workers, these technical programs may be one of the routes to closing that gap.

The New Age During the 1980s and 1990s, there was a dip in the amount of people attending vocational programs. As technology and the Internet became more pervasive in the workforce, certain hands-on skilled jobs such as HVAC or metal working saw a fall in popularity. However, with technology becoming more integrated into the operation and maintenance of a property, technical schools are weaving these skills into their programs, making the graduates more prepared and the programs more attractive to a new generation.

Cher Brister, the director of Green Technologies at Gwinnett Technical Colleges, said that showing off these technical aspects of maintenance work is one of the strategies for attracting younger students into the program.

“We try to go out and show young people that this is an option for them,” Brister said. “We really show them the technology and show them that this is not just a job where are you are going to get your hands dirty.”

With building automation systems becoming more advanced, this marrying of technology and facilities knowledge is creating potential building engineers, maintenance technicians and property professionals. Shane Evans, the dean of economic development at Chattahoochee Technical College, said that their mission is to make sure they are producing students than can be prepared day one.

“Our mission is workforce development by providing students with the skills and knowledge to enter the workforce while also ensuring the educational outcomes align with our business and industry partners,” Evans said.

22 Insight • Issue 4, 2020

Different Paths The four-year college path has almost become the standard assumption of those in the workforce. However, for those interested in technical skills or vocational training, the fouryear college program often does not offer an ideal training.

Experience-based models at technical colleges are providing these students with a new path to a career possibly in commercial real estate.

“Not everyone needs to go to that four year college and the way that the world is changing right now, that might not even be the job that is available,” Brister said.

The demands of the industry are changing. With technical knowledge rising higher as a priority. Trade schools are taking note and are emphasizing their experience-based programs in order to meet those needs. Many students at these schools take part in apprenticeships, internships or part-time work in the field of their concentration.

“We focus on both the theory and practical aspects of the job role, thus providing a student who is ready to contribute from day one,” Evans said.

This attitude transfers to the staff as well. Technical schools focus on finding instructors that have real-world practical experience in the field. Not only does it prepare students for the reality of the job, but it provides a mentor and guide to help them find the right fit.

“We are realistic with them,” Brister said. “All of our instructors are experts and have been in the industry.”

Finding the Job Many commercial real estate organizations look to these schools when they have positions they need quickly filled.

Both Evans and Brister work with companies to customize apprenticeship or training programs with organizations that are looking to hire. These programs give students real-world experience while giving the company much needed help.

“Not everyone needs to go to that four year college and the way that the world is changing right now, that might not even be the job that is available” “Developing a good understanding of what is being offered and working with the local technical colleges to make them aware of your needs will be beneficial to all parties,” Evans said.

When looking at candidates to fill a technical position at a commercial real estate organizations, hiring managers should understand the curriculum of the trade school the applicant is coming from. They should also understand the value of trade school graduate and focus less on the title or the degree.

Brister said that they work hard to prepare their graduates for the hiring process.

“We do teach them not only the trade but the soft skills,” Brister said. “We work on interviewing, resume building and we take them to companies and talk to them about the industry.”

Despite the rise in enrollment trade and technical schools have seen, there is still some disconnect between trade schools and the commercial real estate industry. Hiring mangers are recommended to be specific about requirements in the job postings while also being open-minded and considering whether the position can be successfully filled by someone outside of the four-year college “tradition.”

“Often, we see employers focus on the degree,” Evans said. “Many of our highly skilled certificate, diploma or even associate degree students may not seem to qualify for a particular posting and are very hesitant to apply. I would emphasis for hiring managers to look at the curriculum and build a relationship with their local technical college program faculty.”

Stepping Stones There is no one size fits all solution to the labor shortage in the commercial real estate industry, but technical and vocational schools are one avenue of solutions. Developing a relationship with a local institution can be a step in the right direction when it comes to future-proofing an organization.

Commercial real estate professionals must look for new and innovative ways to attract new people and the next generation into the industry. Not only will this created a skilled workforce, but also a more diverse one.

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23

11/10/17 6:32 pm

Diversity, Equity and Inclusion

Americans with Disabilities Act turns 30

By Mark Gallman On July 26, our nation celebrated the 30th anniversary of the Americans with Disabilities Act of 1990 (ADA), which provides protections against discrimination of people with disabilities in several areas including employment, education, health care, recreation, transportation, and housing.

Commercial Building Access and Removing Barriers The ADA was enacted and signed into law to ensure that people with disabilities have the same rights and access to opportunities as people without disabilities.

Typically, buildings that are new construction are going to be designed and built to the most current edition of the ADA standards. The US Department of Justice enforces the access standards and fines for non-compliance can be as high as $75,000 for the first infraction.

For existing buildings that were built prior to ADA, the building owner should have a plan to update the areas that fall under the building owner’s responsibility. For buildings that were built after 1990, the building owner should perform periodic audits to understand what is no longer in compliance with the current ADA design codes and standards. ADA standards have been updated

24 Insight • Issue 4, 2020

and amended many times since 1990. Currently the 2010 version with amendments is in place. State and local ADA codes will supersede federal codes. Know your Authority Having Jurisdiction ADA requirements.

Who is responsible for ADA compliance? The tenant or the owner?

The owner of the property is responsible to provide access to all areas of the building governed by ADA. Whenever improvements are made, the owner is responsible for correcting any areas of noncompliance. Areas of owner responsibility would typically include areas for entry to the building, such as, parking areas, entry doors, sidewalks and ramp areas, lobbies, elevators and common area restrooms. Tenants are required to address ADA non-compliance issues within their business spaces. There are overlapping areas where the building owner and tenant may work together. Some areas could be signage or other permanently affixed, shared areas of responsibility.

The best practice is to have an ongoing plan to address any issues of non-compliance. Periodic, whole or partial building ADA audits by an architectural firm can help determine the plan.

Priorities, schedules and who is responsible to bring the building into compliance can illustrate a dedication to full property ADA compliance. Working with leasing and construction departments as well as the end users of leased spaces can help property managers in planning for owner expenses related to ADA compliance. It can be a normal practice to dedicate a percentage of owner/tenant improvement dollars, from each tenant space alteration, for ADA compliance budget planning.

Let’s begin by talking about removing barriers.

Keeping the ADA plan shorter term is best. A good, effective plan with budgeting should not go more than two to three years, depending on the age and compliance issues with the building.

The use of the building can change the ADA compliance issues.

Let’s use an example:

A good practice for engineers is to “do the rounds.” With ADA, what would your rounds look like if you are removing barriers? From the city sidewalk or parking facility, pathways should be clear, level, clean and hazard free. Maintenance of these areas is critical to access. The floor surface needs to be hazard free and handrails or other fixtures will need continuing maintenance. Main entry doors should have the correct type of hardware. ADA regulates signage requirements for signage height type and placement. All doors must be adjusted properly for force needed to open the door and how fast the door closes. Door adjustments should be as consistent as possible when there are potential static pressure changes. Common area restrooms fitness centers, conference centers, retail spaces or any other common area doors should all meet the ADA requirements for type, size, hardware, opening and closing force and speed.

A class A commercial office building with all financial, insurance and law firms has decided to lease two floors of the building as medical practice, specializing in ophthalmology and optometrist outpatient services. Do you know what the ADA impacts to your building are? You may have to increase your percentage of ADA parking. You may have to develop special pathways which would eliminate vehicle traffic from the pathway. You may have to create handrails or other specialty pathways. You may have to develop specialty signage or other special considerations to not only remove barriers but to aid in access for that specific entity. Many times, outpatients are escorted by someone who will be waiting, picking up or dropping off. Are there any additional requirements for emergency egress?

Most building engineers know that door adjustments to regulate door opening, closing, swing and latching speeds, is a continuous activity in commercial buildings. The more frequently the door is used, it may require more frequent adjustments.

This is not to suggest that this is an exact case; only to illustrate that ADA compliance can change the way you remove barriers as the use of the building changes.

2/14/2019

See the link for ADA Accessible design: https://www.ada.gov/ regs2010/2010ADAStandards/2010ADAstandards.htm#titleIII

Continued on Page 26

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Operational ADA: Engineers keep commercial buildings in compliance with ADA through ongoing maintenance tasks. Property managers are tasked with making sure that their buildings are always in compliance with Federal, State, local and municipal requirements.

See the link for ADA site checklist: https://www.ada.gov/racheck.pdf ADA is ongoing with engineering maintenance work and compliance in many ways.

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25

Restrooms require maintenance tasks. Under-sink ADA protection should be in place and maintained. Restroom stall doors should swing in the correct direction and hardware should be of the correct type. Fixtures should be maintained and be the correct type for ADA use.

Drinking fountains should be checked for the water flow and deflection at each station. Fountain height and under station clearances should be maintained.

Fire Life Safety Codes and ADA have many common compliance issues: ADA egress is a huge part of fire code and life safety codes. Smoke and fire doors have their own specific ADA codes, and they are significant. (See NFPA 105, NFPA 80). Emergency egress stairwells and stairwell doors must be tested along with stairwell pressurization fans. ADA for smoke doors requires them to be in compliance with the force requirements for opening those doors while the forced air of the pressurization fan is operating. Relief damper systems or variable frequency drives have to be coordinated to maintain

26 Insight • Issue 4, 2020

If the questions regarding operational maintenance for ADA compliance has you thinking about what you need to know to comply with ADA, please reach out to your service provider for those systems. Architectural firms, mechanical engineering firms, fire life safety firms, elevator firms, door hardware and locksmith firms, can all be a resource for ADA compliance questions.

Mark Gallman has sixteen years in Property Management and ™ ® Engineering1540 services.

Mark was awarded BOMA “Engineer Westfork Dr., Suite 103, Lithia Springs, GA 30122 UVC GERMICIDAL DUAL HEPA FILTRATION UNIT Dispatch number (678) 574-2447 of the year” in 2011 and received the “2014 individual Impact Award” from the Atlanta Better Buildings Challenge. Mark also instructs for the BOMA Foundations of Real EstatePATENTS Management PENDING and Beginning Engineering-101 Engineering training programs.

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Elevator hall call stations should meet ADA. Hall lanterns and hall call bells should work on every elevator lobby level. Inside the elevator, emergency call boxes and alarm bells should work and should be easily identified by non-sighted elevator users.

Engineers can work with elevator technicians, consultants, or state inspectors to learn more about ADA compliance with elevators.

a certain static pressure in order that the door can easily be opened into the path of egress for impaired individuals.

Fire alarm signaling devices are both visual and audible for a reason.

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Conference center furniture and fixtures set up should take ADA requirements into consideration. If engineers are setting up conference centers, there should typically be a plan for a standard set up that keeps aisles open and entry and exits accessible.

The purification system provides cleaner, healthier air, as the Purification System: • works to remove contaminants coming into the elevator with end panel partially removed • works Shown to minimize the spread of germs, bacteria, mold, odor, and viruses.

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Thank you to our BOMA Georgia Foundation Donors Since the Foundation was created in 2014, it has awarded nearly 500 scholarships to individuals seeking a certificate or professional designation in real estate. The Foundation has also conducted six research studies and produced five white papers, all designed to give real estate owners and managers new tools to add value to their properties.

INDIVIDUALS Associate

COMPANIES Associate

Company donors who have given $500-$999

Individual donors who have given $100-$199

Brand Real Estate Services

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Granite Properties

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Judi Sponsel

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Company donors who have given $1,000-$2,499

Doctorate

Individual donors who have given $500-$999

Amanda Madrid

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Post-Doctorate

Individual donors who have given $1,000

Bo Reddic

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27

Leadership

Corporate Culture Begins and Ends With Trust

By Paul F. Petricca, Torque Consulting The culture of an organization is invisible. You can’t touch it, yet corporate leaders are constantly searching for the elusive prize of a positive and inclusive culture. Many factors, including cool and creative office space, employee benefits, and thoughtful mission statements can influence the culture of an organization, but building and maintaining a compelling culture centers around one word--Trust.

Do you trust your organization? How much do you trust the leaders in your organization, especially during these difficult times?

During my thirty years in corporate real estate, I had the good fortune to work with leaders who motivated me to dedicate myself to the mission of the organization every day. I trusted them.

Unfortunately, some leaders chose a different approach causing me to question their motives. This tested my faith in the organization and diminished my motivation to perform on their behalf. I didn’t trust them.

Trust is also critical for successful personal relationships. When the bonds of mutual trust are strong, our relationships flourish.

But, when trust is broken by either party, relationships suffer and seemingly strong bonds can be easily broken. If you think about the relationships in your life that are either strong or precarious, I bet trust plays a pivotal role. An employee’s relationship with their organization is no different.

28 Insight • Issue 4, 2020

Leaders come and go and so do organizations. Often, one of the primary reasons for their demise is a lack of trust. The importance of organizational trust should not be underestimated in developing a positive and enduring culture.

Here are four areas of organizational trust that impact employees, partners, customers, and shareholders. I encourage you to grade yourself if you are a leader or your organization.

Transparency Are your leaders honest and authentic? Do they actually care about the individuals they lead at every level of the organization or are they distant? The most effective leaders don’t have to intentionally do anything to prove they are transparent. Their daily interactions with team members tell the real story.

The goal of all leaders, especially in large organizations, should be for others to tell a positive story about them. When employees hear anecdotes about honest dealings, authentic conversations or acts of kindness and compassion, the news will travel fast within the organization until there is consensus. Without ever meeting the leader, employees will develop a sense of confidence and yes, trust.

Transparency can be a challenge for organizations and leaders.

Some leaders naturally lack interpersonal skills, but they can choose to be genuine. A quiet leader who is transparent can be as trusted as an outgoing leader. Both will enjoy the allegiance of their teams, not solely because of their personality, but due to the trust they earn through their openness and honesty.

Long-term orientation Do your leaders look to the future with optimism or do they react quickly and negatively to adversity? Americans have seen an abrupt shift from record prosperity to uncertainty and grim forecasts caused by the current pandemic. Employees at every level of an organization have no choice but to trust their leaders in these difficult times.

This pandemic will surely pass, but until then, leaders in corporate America will continue to face tough decisions. Finding the right balance between the need to streamline operations due to financial pressures and strategic positioning for growth post-COVID is not easy. Too often, leaders take drastic steps without fully considering the long-term ramifications to the organization and loyal employees.

Employees don’t mind enduring some short-term pain if they are convinced their sacrifice is a contribution to the long-term success and even survival of the organization.

One tactic organizations can use to foster trust is effective employee communication. Empathetic, candid, and encouraging messaging during challenging times will calm a nervous workforce. Trust in the mission will propel the organization to even greater heights after a temporary bump in the road.

requires an organization or leaders to give up some level of control to their employees. This shift in control leads to empowerment, which leads to enhanced trust between both parties.

A true collaborative culture encourages employees to take more risks that often result in significant contributions to the organization.

Any time risk levels increase, so does the need for trust. Think about it. If the world was free of any risk, trust would be unnecessary.

Unfortunately, risk is everywhere, so trust is critical.

Collaboration means more than hearing the thoughts and opinions of a diverse group. Organizations that shift the appropriate levels of control and risk to employees will establish a strong culture of trust that will lead to new heights of job satisfaction, performance, and employee retention.

Employee Focus Does your organization value employees above everything else? The most successful companies in the world have a simple formula. They place the needs of their employees as the highest priority. Some organizations prioritize customer needs, but this is an outdated and flawed strategy if the goal is to establish a positive and enduring culture.

Collaboration Is your organization truly collaborative? Many organizations boast a collaborative culture, but they underestimate the impact collaboration has on employee trust. Collaboration inherently

Continued on Page 30 www.bomageorgia.org • www.creinsightjournal.com

29

Leadership Of course, satisfied and dedicated customers are critical to the success and viability of an organization. But, unless employees feel valued and appreciated, they will lack the consistent motivation to go above and beyond for customers. When consumers complete loyalty surveys, they often recall positive experiences with an individual, not the product or service.

So, what does this have to do with trust?

When employees are keenly aware of the unconditional support and personal commitment from their organization, dedication to the cause increases dramatically. If employees are trusted and given the tools and encouragement to be successful, their hard work and exemplary customer service will be the byproduct of this trust. Finally, when employees are fairly or handsomely compensated, their appreciation will be a critical block in the foundation of a trust-based culture.

Why don’t more organizations focus on trust to build culture?

This is an important question for organizations and leaders. Instead of focusing on empty slogans or espousing the importance of culture without substance or material evidence, why not focus on developing trust in every aspect of the organization?

Trusted organizations with trusted leaders will result in a culture that is shared and not administered. A shared culture based on trust will endure and continue to thrive in difficult times and will be a model to be admired in all times.

Paul Petricca founded Torque Consulting after nearly 40 years in sales, marketing, and client relationship roles in the real estate and high tech industries.

He had no choice but to venture out on his own to reach a wider audience to evangelize others who seek long-term, mutually beneficial, trust-based relationships in their professional and personal lives. The goal of his innovative and highly interactive workshops and seminars is to prove that everyone, including even the most introverted, can be effective at developing deep relationships that lead naturally to increased productivity and revenue. Before Torque Consulting, Paul spent 30 years with Jones Lang LaSalle (JLL), a global real estate company. He is also adjunct faculty in the undergraduate business program at Wheaton College in Wheaton, Illinois and the MBA programs at Loyola University Chicago and Benedictine University (Asia).

30 Insight • Issue 4, 2020

Find the guide at https://om.creinsightjournal.com/read-the-evolving-workforce-guide/

Natalie Tyler-Martin Vice President – Regional Asset Manager Duke Realty

“There is not a silver bullet to fix this 400 year old problem. It is going to take everyone making intentional and incremental impacts within their sphere of influence to affect change.

Start with yourself, uncover your blind spots and commit to removing them. And while you work on yourself, include your family and friends on the journey.”

Dena Rodrigues Vice President of Property Services Daniel Corporation

“The Evolving Workforce Guide is an excellent resource, that offers valuable advice, guidance and practical information for all experience levels.”

Gabriel Eckert Chief Executive Officer Building Owners and Managers Association of Georgia

“The Evolving Workforce Guide is meant not only to be an educational resource for commercial real estate professionals but to also be a tool that sparks conversation and inspires change.”

www.bomageorgia.org • www.creinsightjournal.com

31

Calendar of Events

CALENDER OF EVENTS

12/20 01/21 Dec. 2

From Adversity Comes Greatness: A Time for Innovation and Change Sponsored by Mid America Specialty Services 11a.m. to 12 p.m.

ZOOM Webinar

Dec. 4

2020: Need We Say More?

(Business Continuity Summit) 8 a.m. to 4 p.m.

Virtual Webinar

Dec. 9

Doing Business in 2021: Considerations for Service Partners 11 a.m. to 12 p.m.

Virtual Webinar

Dec. 10

2021 TOBY Application Submission Deadline

02/21

Jan. 13

Feb. 4

Jan. 21

Feb. 9

January Luncheon + New Member Orientation and Participation Fair Sponsored by Platinum and Gold Partners 10:30 a.m. to 1 p.m.

Location TBD

Environmental Health and Safety Issues 8:30 a.m. to 5 p.m.

Location TBD

BOMA 360 Webinar: Elevate Your Building 11 a.m. to 11:45 p.m.

ZOOM Webinar

Virtual BOMA Day 10 a.m. to 12 p.m.

ZOOM Conferencing

Jan. 25

2021 Winter Business Meeting 8 a.m. to 5 p.m.

ZOOM Webinar

BTO Gathering (Formerly BTO Lunch) 9:30 a.m. to 10:30 a.m.

Location TBD

Jan. 28

Feb. 18

Know Your Lease - BOMA Georgia Legal Webinar 9 a.m. to 12 p.m.

ZOOM Webinar

Feb. 11

High-Performance Sustainable Building Principles 8:30 a.m. to 5 p.m.

Atlanta, GA

Feb. 19-March 19

*Disclaimer* All locations, dates and times for 2021 events are subject to change. The ongoing COVID-19 pandemic is an evolving situation that the BOMA Georgia staff is carefully monitoring. We will make sure that if changes are made, all parties are properly notified. For the most up-to-date details on events, please visit www.bomageorgia.org and click on the “Events” tab.

32 Insight • Issue 4, 2020

Property Management 101 10 a.m. to 3 p.m.

ZOOM Meeting

Feb. 24

TOBY and Association Awards Luncheon Sponsored by Full Circle Restoration 11:30 a.m. to 1 p.m.

Atlanta, GA

Feb. 25

Young Professionals Gathering (Formerly Lunch-and-Learn) 9:30 a.m. to 10:30 a.m.

Atlanta, GA

03/21

TOP OF THE LINE hi-rise service, llc

Waterproofing | Window Cleaning Glass Restoration | Pressure Washing Window Leaks | Expansion Joints Caulking & Sealing | EIFS Repair Elastomeric Painting

March 3

Facilities Planning and Project Management 8:30 a.m. to 5 p.m.

Atlanta, GA

March 11

Allied Member Resource Group Gathering 9:30 a.m. to 10:30 a.m.

Location TBD

March 18

BTO Seminar 9:30 a.m. to 11:30 a.m.

Location TBD

March 18

Industrial SIG Meeting 9:30 a.m. to 10:30 a.m.

Atlanta, GA

Save the Date(s) The 2021 BOMA Show date will be either May 5, 2021 or Sept. 22, 2021 from 9 a.m. to 4:30 p.m.

These dates and times are subject to change but mark your claendar for Georgia’s largest trade show in the commercial real estate industry.

Proudly Serving and Maintaining Properties in Atlanta for over 25 years Shayne Smith, President/CEO 404-569-9544

shayne@highriseservice.com | www.highriseservice.com

www.bomageorgia.org • www.creinsightjournal.com

33

Allied Member Product and Service Directory Airduct Cleaning

Contractors

Yardi………....................…(800) 866-1144, x 4549

Humphries & Company………....…(770) 434-1890 Gray Contracting………..............…(678) 530-9700 PKS Paving & Concrete Construction...............(404) 401-8551 Centennial Contractors Enterprises Inc.……................……(770) 613-2999 Innovative Engineering Inc.…...……(770) 517-5507 HL Contractors Inc.………..........…(770) 727-2599 Western Specialty Contractors……(678) 553-0170 Harrison Contracting Company, Inc.….............................(770) 949-5776 Advanced Systems, Inc.……...……(678) 643-9025 Emery and Associates……..........……(770) 4149099 Stellar Contracting, Inc.…....………(770) 649-1575 Double T Contracting, Inc.…………(770) 489-7772 Kilcor Construction……...........……(678) 691-1561

Bldg Services

Doors

Ductz Of Greater Atlanta….........…(770) 631-2424

Appraisal Consulting

OLM Inc.……..........................……(770) 420-0900 Fellers, Schewe, Scott & Roberts, Inc.……........….........…(770) 621-9548

Attorneys

Andre Kill & McCarthy LLP.….........(404) 653-3005 Baker and Hostetler LLP……..........(404) 946-9773

Audio Visual Services

Vertical AV TV………...................…(404) 352-2488

Bldg Mgt Consultants

Accuclean Inc.……..................……(404) 765-6477 Piedmont Door Solutions………..…(678) 554-7000 Engineered Restorations Inc.………(770) 682-0650 Level Seven Facilities Services……(770) 771-0477 Electrical IA INTERIOR ARCHITECTS………(404) 504-0297 Mayberry Electric, Inc.…………......(404) 991-7007 NCA Lighting Solutions Inc.….……(770) 237-2196 Bldg Services,Waterproofing Martin Technical, Inc.…...........……(770) 590-7449 Engineered Restorations Inc.………(770) 682-0650 J.R. Electrical……...................……(770) 420-1530 Bryan Electric, Inc.…...........………(770) 680-2144 Building Automation Controls Allison-Smith Company…….....……(404) 351-6430 ENTEK……….............................…(678) 910-1326 Titan Electric Georgia LLC…….……470-275-9404

Building Management Consultants

Elevators/Escalators

ViZZ…….........…........................…(404) 405-4341 Phoenix Elevator of Georgia….……(678) 574-2447 ThyssenKrupp Elevator Building Services Corporation…….............................(770) 250-6482 Sizemore Inc.………...................…(706) 736-1458 KONE Elevators & Escalators..……(470) 553-4669 Fujitec America Inc.……..........……(770) 209-0322 Oracle Elevator Company…….……(404) 581-0911

Carpet/Floor

Southeastern Commercial Flooring Inc.…................................(770) 591-9980 Employment Specialist ServiceMaster Cleaning BG Talent…….........................……(703) 343-3415 & Restoration…...........................…(678) 766-0909 SOLID Surface Care, Inc.…………(678) 354-6726 Energy Mad Matter GA……................……(678) 361-6704 McKenney’s Inc.………...............…(404) 635-4710 Yancey Power Systems……....……(877) 278-6235 Catering/Food Svcs Envision Realty Services, Inc.……..(404) 579-8129 Ben & Jerry’s………....................…(404) 666-2232 Mallory & Evans Service………...…(478) 747-0551 Baker Engineering LLC………....…(404) 307-3237

Communications

Kings III Emergency Communications…......................…(678) 438-1965

Concrete and Stone Finishing

Nawkaw Corporation………........…(478) 457-6862

Construction

Southeastern Carpenters Regional Council…………..............(404) 561-2900

Construction Products

Yancey Power Systems……....……(877) 278-6235 Capitol Materials, Inc.………….......(470) 707-9384 The Home Depot Pro………........…(704) 305-2881 Coastal Construction Products……(770) 296-1285 Tendon Systems LLC…….......……(678) 835-1100

34 Insight • Issue 4, 2020

Engineering

Mayberry Electric, Inc.………......…(404) 991-7007 IES Mach….........................………(404) 759-5391 NOVA Engineering & Environmental………...............…(770) 570-9171 Martin Technical, Inc.……........……(770) 590-7449 PENTA Engineering Group Inc.……(678) 282-1999 Innovative Engineering Inc.………...(770) 517-5507 PM & A………..............................…(770) 4807452 Sustainable Investment Group LLC (SIG)……….............…(404) 343-3835

Engineering,HVAC

Harbin’s Mechanical Services, Inc.…..............................(770) 914-7060

Environmental

IES Mach……….........................…(404) 759-5391 Sustainable Investment Group LLC (SIG)…….............……(404) 343-3835 The Morley Companies…….....……(770) 569-1100 Aquascape Environmental…….……(678) 445-0077

Equipment Rentals

Stone Mountain Access Systems…(770) 908-2936

Facility Management

SJS Facility Services………........…(678) 904-1313

Facility Support

PENTA Engineering Group Inc.……(678) 282-1999 Veritiv…………...............................(404) 272-4478 Stone Mountain Access Systems…(770) 908-2936

Financial Services

Graham Group……….................…(404) 634-4652

Fire Protection

Critical Systems LLC….……(770) 612-9172, x 109 Chief Fire Protection Co. DBA Chief Facility Defense……….…404.523.5478 Basesix Systems LLC……….........…678-833-8351 International Fire Protection……..…(770) 745-4530 AFA Protective Systems Inc.………(770) 686-8018 Protech Fire Inc.………...............…(770) 531-0587 Fire & Life Safety America Inc.….…(770) 717-8812 Advantage Fire Sprinkler Company, Inc.….............................(770) 822-9550 Paradyme……….........................…(404) 383-3062 Mitec Controls Inc.………...........…(770) 813-5959 Life Safety Solutions Plus LLC….…(770) 843-3671

Fire/Water/Mold Restoration

BELFOR Property Restoration…….(770) 939-0128 Epic……….................................…(770) 516-3491 ServiceMaster Cleaning & Restoration…………...................(678) 766-0909 Blu Sky Restoration Contractors…..(678)233-7220 Parker Young Construction, A RESCON Company………......…(770) 368-1000 Waterproofing Contractors Inc……(770) 449-5552 BMS CAT…….........................……(770) 614-3248 Capital Restoration………...........…(770) 973-1666 SERVPRO of Norcross………....…(770) 858-5000 Full Circle Restoration & Construction Services………...…(770) 232-9797 Remediation Group RGI Commercial………..............…(404) 214-1470 SERVPRO Of Decatur…….....……(404) 378-9998

Fitness

Innovative Fitness Solutions……….(770) 218-9390

Glass

NGS Films and Graphics……….…(404) 360-7866 South Beach Glass Inc.…………....(404) 851-0111

Guard Services

SecurAmerica LLC………...........…(404) 926-4258 Allied Universal Security Services…….....................(404) 898-1695

Health and Hygiene Products

GOJO Industries……….................…330-819-0044 Rubbermaid Commercial Products.........................................(470) 356-5088 Essity……...............................……(859) 325-9479 Life Safety Solutions Plus LLC….…(770) 843-3671

HVAC

Legacy Mechanical Services Inc.….(770) 432-1171 Air Filter Sales & Service, Inc.….…(770) 939-1250 Southeast Pump & Equipment Inc.............................(404) 456-8263 McKenney’s Inc.……...............……(404) 635-4710 Maxair Mechanical Inc.……….....…(770) 714-9642 Capital City Mechanical Services Inc.……..……(770) 449-0200 United Maintenance, Inc.………..…(770) 455-1656 Addison Smith Mechanical Contractor Inc.……..…(770) 832-9006 EMCOR Services Aircond…………(800) 768-4258 Daikin Applied……..................……(770) 514-5880 HVH Mechanical Partners LLC..…..(770) 331-5166 Mallory & Evans Service………...…(478) 747-0551 Ductz Of Greater Atlanta……..……(770) 631-2424 Trane……................................……(678) 775-4302 Blue Mountain Mechanical…………(770) 402-9990 Harbin’s Mechanical Services, Inc……........................…(770) 914-7060 Shumate Mechanical, Inc.…….……(678) 584-0880 ENTEK……….............................…(678) 910-1326

Landscaping-Interior

Lake Management

Aquascape Environmental…………(678) 445-0077

Landscaping -Exterior

LandCare LLC……….................…(678) 475-1780 OLM Inc.……..........................……(770) 420-0900 Color Burst………......................…(770) 822-9706 HighGrove Partners………..........…(678) 626-3469 4 Seasons Landscape Group LLC….............................….(770) 452-4455 Russell Landscape Group Inc.…….(404) 520-7903 Nature Scapes Inc.………...........…(404) 663-5043 Yellowstone Landscape……....……(404) 668-4508 Caldwell Tree Care………...........…(770) 992-1973 The GreenSeason Group, Inc.….…(678) 714-4114 Gibson Landscape Services………(678) 689-3262 Landmark Landscapes……….....…(404) 879-1739 Arborguard Tree Specialists…….…(404) 299-5555 Baytree Landscape Contractors…..........................……(770) 457-3407 Cumberland Landscape Group……(404) 352-9393 Ed Castro Landscape……..........…(770) 998-8444 Georgia Environmental Landscape & Maintenance, Inc.……............….(770) 389-5513 Sesmas Tree Service LLC…………(770) 655-9257 Crabapple LandscapExperts………(770) 740-9739 Greenwood Group……...........……(404) 881-6104 BrightView Landscape Services………...........................…(770) 662-8775 Landscape Management Company….................................…(770) 536-5044 Ruppert Landscape……..........……(770) 931-9900

Sedgefield Interior Landscapes, Inc.….....................…(770) 984-0171 Foliage Design Systems……...……(770) 451-0885 Plant Peddler, Inc.……............……(770) 432-2649

Landscaping-Interior,Contractors

Life on Earth, LLC………............…(404) 630-9611

Lighting

NCA Lighting Solutions Inc.…….…(770) 237-2196 Blue Frog Lighting……............……(404) 569-7995 Voss Lighting……....................……(770) 438-8557 E. Sam Jones Distributor Inc....……(404) 307-8504

Locksmith

Armor Lock & Security. Inc.….……(770) 493-1915

Marble Restoration and Maintenance

Stone Specialty Services……..……(404) 261-9111 Southeastern Commercial Flooring Inc....................................(770) 591-9980 Architectural Surface Restoration LLC………...............…(770) 510-8333 ADDCO Metal Maintenance Co.………..............…(770) 985-5611 Natural Stone Services…….....……(404) 255-8133 Presto Restoration Products and Services……........................……(770) 5210080 Mid America Specialty Services…..(800) 544-4576

Industrial Dock and Door Repair and Installation

Miner Southeast…...............………(678) 730-4700

Interior Design

IA INTERIOR ARCHITECTS………(404) 504-0297

Janitorial

Building Cleaning Solutions, Inc.….(678) 445-3806 Environmental Service Partners……(404) 583-8514 ABM………................................…(678) 245-3273 Accuclean Inc.………..................…(404) 765-6477 Georgia Pacific Corporation….……(770) 815-9552 Allied International Cleaning Services, Inc.….....………(770) 298-4790 Pritchard Industries SE……….....…(404) 231-1430 Veritiv……...............................……(404) 272-4478 BCJ Building Services………......…(404) 551-2310 Rubbermaid Commercial Products.........................................(470) 356-5088 Building Maintenance Services Inc................................…(770) 218-2993 HTH Building Services Inc.…..……(770) 988-0084 Chosen Janitorial Services…………(404) 804-6150 Kimberly-Clark Corporation…..……(770) 289-3860 Pollock Orora……...................……(770) 803-7845 Aand B Corporate Cleaning Services, LLC………....…(404) 965-1799 Sizemore Inc.……...................……(706) 736-1458 Planned Companies……….........…(571) 220-7475 General Building Maintenance Inc.….........................(770) 457-5678 Distinguished Properties Cleaning USA Inc. (DPC)…….……(404) 418-1443 SJS Facility Services………........…(678) 904-1313

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www.bomageorgia.org • www.creinsightjournal.com 10/7/17

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12:07 AM

Allied Member Product and Service Directory Metal Finishing

Architectural Surface Restoration LLC………...............…(770) 510-8333 ADDCO Metal Maintenance Co.………..............…(770) 985-5611 Presto Restoration Products & Services……........................……(770) 521-0080 Mid America Specialty Services..…(800) 544-4576

Office Furniture

Atlanta Office Liquidators Inc.……..(404) 505-9623 CORT………..............................…(770) 597-4414

Paint/Wallcoverings

Oakcliff Painting………...............…(404) 867-3707 Horizon Painting and Renovations Inc.…...................(404) 447-0385 CertaPro Painters of Atlanta….……(404) 548-7940 CertaPro Painters of Fayetteville..…(770) 634-2472 CertaPro Painters of Roswell…...…(404) 913-3972 Paint Applicators………..............…(404) 487-5257 Burke Painting, Inc.……..........……(770) 582-0847 Freeland Painting………..............…(770) 289-0887 Certapro Painters of Duluth & Norcross……............…(678) 895-5730 American Painting & Renovations Inc.………............…(770) 995-8787 Spectrum Painting Inc.…….....……(770) 497-0101

Paper Products

Pest Control

Peachtree Pest Control……....……(770) 931-9099 Orkin Inc.…….........................……(404) 888-2000 Pest USA…….........................……(678) 287-6674 Northwest Exterminating Co., Inc....(678) 383-1011 Rooter Plus!……….....................…(770) 962-9962

DataWatch Systems……….........…(470) 503-6077 Critical Systems LLC…….…(770) 612-9172, x 109 Walden Security……...............……(404) 937-1748 Miner Southeast……...............……(678) 730-4700 Armor Lock & Security. Inc.…....….(770) 493-1915 Basesix Systems LLC……….........…678-833-8351 Alscan Inc.…….......................……(205) 249-7324 Plumbing Legacy Mechanical Services Inc.….(770) 432-1171 AT Security Inc.……................……(678) 672-5010 Art Plumbing Company.........………(678) 486-2525 International Fire Protection………..(770) 745-4530 Southeast Pump & Equipment Inc...(404) 456-8263 Advanced Protective Services..……(678) 789-8256 BOS Security, Inc.………............…(470) 208-3977 Addison Smith Mechanical Contractor Inc.…….................……(770) 832-9006 Platinum Group Security………...…(404) 980-1019 Royal Flush Plumbing Inc.…….……(770) 385-5911 ITR Of Georgia, Inc.…….........……(770) 496-0366 Trinity Plumbing LLC……........……(770) 480-7687 Planned Companies…….........……(571) 220-7475 HM Plumbing…...................………(770) 792-1200 Paradyme…….........................……(404) 383-3062 Allied Universal Security Services….....................…(404) 898-1695 Portable/Rental Cooling and Heating Mitec Controls Inc.…...........………(770) 813-5959 Mobile Air……….........................…(470) 544-7091 SecurAmerica LLC……...........……(404) 926-4258 Marksman Security Corporation..…(678) 644-0576

Pressure Washing

Top Of the Line High Rise Service LLC................…(404) 569-9544 Apollo/Primm Roofing Company..…(770) 751-6191 Valcourt Building Services LLC……(770) 971-2000 Ecosweep………........................…(404) 904-1003 SunBrite Services…….............……(770) 277-6363 Kaney and Lane, LLC…...........………(404)8928246 Everclear Enterprises Inc.……….…(404) 876-9408

Georgia Pacific Corporation…….…(770) 815-9552 Kimberly-Clark Corporation.....……(770) 289-3860 Pump Service and Repair Pollock Orora………...................…(770) 803-7845 Monumental Equipment, Inc.………(770) 490-4001 Essity……...............................……(859) 325-9479 Imperial Dade……...................……(404) 388-2939

Relocation Services

Parking

Suddath Relocation Systems………(770) 447-4366 Bulldog Movers…................………(404) 835-5409

Reef Parking…….....................……(678) 793-5846 LAZ Parking…….....................……(404) 787-2076 Restoration Ace Parking………......................…(404) 254-3661 Addco Restoration Kaney & Lane, LLC……...............…(404)892-8246 and Preservation Group, LLC......…(770) 688-5419 ITR Of Georgia, Inc.…….........……(770) 496-0366 Tendon Systems LLC……….......…(678) 835-1100 Legacy Parking Company………....(404) 317-0638

Parking Deck

Ecosweep……........................……(404) 904-1003 Spectrum Painting Inc.……….....…(770) 497-0101 Wildcat Striping & Sealing…………(678) 937-9525

Paving Products

PKS Paving & Concrete Construction………..…(404) 401-8551 Wildcat Striping & Sealing…………(678) 937-9525 The Surface Masters Inc.………..…(404) 821-2388 Asphalt Enterprises……..........……(770) 424-5001 Rose Paving Company…….....……(678) 303-2500 GWP Paving........................………(678) 377-3113 Miller Brothers Paving……......……(770) 491-3090 Georgia Paving, Inc.….........………(770) 623-0453

Signage

NGS Films and Graphics…….……(404) 360-7866

Tax Consultants

Graham Group……….................…(404) 634-4652 Fellers, Schewe, Scott & Roberts, Inc.……............…(770) 621-9548

Telecommunications

AT&T………................................…(770) 598-7532 Cana Communications, Inc.…….…(678) 766-6600 Airwavz Solutions……….............…(833) AIRWAVZ

Tree Care

Caldwell Tree Care………...........…(770) 992-1973 Arborguard Tree Specialists…….…(404) 299-5555 Sesmas Tree Service LLC…………(770) 655-9257 BrightView Landscape Services..…(770) 662-8775

Tropical Plants

Riser Management

IMG Technologies, Inc.…….....……(630) 737-9800

Life on Earth, LLC………............…(404) 630-9611 Foliage Design Systems………...…(770) 451-0885 Plant Peddler, Inc.………............…(770) 432-2649

Roofing

Urban Farming

ENCORE ROOFING, INC……...…(770) 945-0100 Zurix Roofing Systems………......…(706) 587-2009 Tower Roofing………..................…(770) 592-9889 IRG VENTURES LLC d/b/a Innovating Roofing Group…..(404) 351-8797 Apollo/Primm Roofing Company…..(770) 751-6191 Tecta America………..................…(770) 769-1720 Baker Roofing Company………...…(919) 710-6654 Core Roofing Systems……….....…(678) 514-2846 Tremco….............................………(404) 906-3338 Empire Roofing Company Inc.….…(770) 948-7663 Commercial Roofing Group LLC.…(770) 831-9440 Roof Partners LLC………...........…(404) 490-4647

Sealcoating

The Surface Masters Inc.……….…(404) 821-2388

36 Insight • Issue 4, 2020

Security

Copiana, LLC……..........................(404) 313-4903

Waste Removal

Waste Pro/Atlanta……............……(770) 777-1447 American Disposal Services….……(678) 736-0140

Water Damage/Structure Drying

BELFOR Property Restoration…….(770) 939-0128 Epic……….................................…(770) 516-3491 Blu Sky Restoration Contractors…............................….(678) 233-7220 Parker Young Construction, A RESCON Company……......……(770) 368-1000 Capital Restoration………...........…(770) 973-1666 Full Circle Restoration & Construction Services……...……(770) 232-9797 Remediation Group RGI Commercial………..............…(404) 214-1470 SERVPRO Of Decatur…….....……(404) 378-9998

Water Leakage Protection

WaterSignal LLC………….............(626) 222-7370

Water Treatment

Blackmore Enterprises Inc.………..(404) 474-4352

Waterproofing

Western Specialty Contractors……(678) 553-0170 Waterproofing Contractors Inc....…(770) 449-5552 The Morley Companies……….....…(770) 569-1100 Everclear Enterprises Inc.……….…(404) 876-9408

Window Cleaning

Valcourt Building Services LLC……(770) 971-2000 South Beach Glass Inc.……....……(404) 851-0111

Did You Know...

The CRE Insight Journal website contains a new Marketplace?

This feature allows product and service providers to create a searchable listing for all website vistitors. There are options to include a location, pictures, videos, and more.

Property professionals can search by location, keyword or category to find the right professional for their needs. Find out more or create your own listing at:

https://creinsightjournal.com/marketplace

Windows

Top Of the Line High Rise Service LLC…………(404) 569-9544

OVER 100 YEARS OF SERVICE

• 24/7 Plumbing Services & Maintenance “365 Days” • 24/7 Emergency response to any system or utility failure • General repairs - regardless of size!

• TV/Video pipe inspection • Back flow prevention upgrades, repairs and state certification • Utility pipe leaks (water, gas and sewer) • Water jet sewer cleaning (up to 30” diameter) • Sewer, drain and grease trap cleaning • Fire hydrant repair • Process piping • Water heaters • Sewer ejectors-repair & preventative maintenance • Natural gas • LEED Building, Water Conservation and water Metering • Cistern maintenance • Aerco and PVI water heater certified • Storm water maintenance • Leak detection services • Hydro-vac services

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www.bomageorgia.org • www.creinsightjournal.com

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Leadership, Soft Skills

Five Tips TO GROW AS A LEADER

Becoming and remaining a leader is not a one-time process. It takes constant work, vigilance and a willingness to better oneself.

Whether you are beginning your career in operations or a chief engineer looking to move up, everyone has the capacity for great leadership.

Be Self-Aware Much like a doctor cannot prescribe medicine without a diagnosis, problems or potential problems concerning leadership must start by finding out about yourself.

Read Everything You Can Get Your Hands On Mills said that the best leaders read a lot. Life can be hectic, and the phone may never stop ringing, so reading may seem like that one activity you can never find time for. Mills said good leaders should make the time because it can increase your value. By learning about the world both in and outside of your profession, you will gain a wider knowledge base and be on top of any upcoming movements within your industry.

Cynthia Mills, CEO of The Leaders’ Haven, said that there isn’t a lot of training for self-awareness but that it is a necessary skill for any good leader. Learning about what you are good at so that you can capitalize on those skills is key to growing into an effective leader.

Find Your Career Board of Advisors

Adopt a Philosophy of LifeLong Learning

It is impossible to know what to do in every situation. Often it is difficult to see the long-term arc of your professional or personal path. This is where Mills said to get other people involved. She said to develop a council that you can turn to in times of professional need: someone you work with, a family member and people who know you very well. This group can help you avoid sticking to bad habits and they will tell you the truth.

Learning does not stop after one course, 20 years in the business or a degree. The learning mindset must be the default mindset.

Being able to learn new systems, practice different behaviors and find learning from unexpected places, even someone that is younger or less experienced will make you a more adaptable and valuable leader. There are new technological advancements occurring in the way of building systems. It is important to be open to change.

Build Relationships Within the Workplace Both current leaders and those who aspire to leadership must keep a culture of loyalty and honesty in the workplace. Both parties should find a mentor or mentee that they feel they can be honest with about the growth and trajectory of their professional life.

Mills suggests going beyond performance reviews and finding out how your superior can help you achieve your career goals both in and outside the company. As a leader, you should not be afraid to let a great employee go if their trajectory leads them that way.

38 Insight • Issue 4, 2020

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www.bomageorgia.org • www.creinsightjournal.com

39

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Merry Christmas & Happy Holidays 40 Insight • Issue 4, 2020

God Bless!