The Emerging Talent Crisis and Opportunity in Real Estate Did you know?...
w 55 percent of real estate leaders will retire within 10 years. w Half of all broker jobs may disappear in a decade due to the availability of online information. w Tech advances mean that robots may soon deliver services in your building. w 38 percent of real estate firms will experience a significant talent shortage. These were a few take-aways from a presentation at BOMA’s July membership luncheon by Christopher Lee, CEL & Associates, Inc., about the emerging talent crisis in real estate. “Everything is defined by the quality of your people,” he said. The real estate industry is in an (Continued on page 12)
Attendees Gain Fresh Perspectives at BOMA International Conference in Music City Thousands of attendees from around the world gathered in Nashville, Tennessee’s Music City Center, for the 2017 BOMA International Conference & Expo to network, access innovative products and solutions on the Expo floor, and attend more than 50 educational sessions on topics ranging from tenant retention strategies to operational best practices. “Nashville, my kind of town…Besides the fun honky-tonk clubs, great music, outstanding barbecue and those fabulous fried pickles, the annual BOMA International Conference & Expo served up some great educational sessions,” reports Karen Cowan, Account Manager, Restoration Management and an active BOMA San Francisco member. “The opening keynote featuring Captains Mark (Continued on page 15)
What’s Inside Views... n n n n
Meet BOMA Members • Pages 6 &7 CREATE Program Expands • Page 8 Interns Get Real-Life Lessons • Page 9 New Pact with Engineers • Page 14
Capital Building Maintenance intern on the job.
2 San Francisco’s Blessings & Curses: Will our Competitive Luck Run Out from Lack of Accountability? By Wes Powell BOMA San Francisco President Selecting a topic for this column evolved from micro to macro issues— none which can be solved or properly addressed in this space. I’ll give you the five key words: Blessing, Curse, Luck, Competitiveness, Accountability. We are both blessed and cursed in San Francisco and the Bay Area. But will our good luck run out due to a lack of competitiveness, accountability and foresight? Who hasn’t had someone from elsewhere tell them how lucky we are to live here? We are blessed with beautiful varied landscapes, climates, activities and destinations. You could surf, see redwoods, drink wine in a Napa vineyard and snow ski in the same day. San Francisco’s business climate is vibrant and far exceeds the economic vitality of most of the nation. Unemployment rates are low, with a variety of well-paid jobs available. Our universities produce highly skilled graduates for the workforce. New tech companies continue to be created. An incredible 50% of all venture capital placed in the entire U.S. is allocated to fund new companies between San Jose and San Francisco. Apart from local tech, we have large agricultural, finance, insurance, real estate, life sciences and manufacturing sectors in the state. How fortunate we are. Can we stay this way or will we lose our competitiveness? We are also cursed with some pretty big problems, challenges and issues. A few are: Housing: Depending on the study, we are the highest or second–highest housing market along with New York City. Housing affordability has driven many of our working class out of the City and makes it difficult for entry-level workers to live here. Years of politics, backlash against landlords and NIMBYism have led to a failure to meet housing demand. We all like the idea of rent control and an 18%–25% low/moderate income requirement for new developments. Unfortunately, the laws of economics have shown that the best intentions of legislated housing don’t work. People stay in rent-controlled units much longer, decreasing supply and increasing the cost of available housing. Low/moderate requirements lower developers’ returns, requiring increased rents and sale costs for the balance of the units. Competitive large cities without these restrictions have kept pace with supply and demand and have maintained reasonable costs and ample housing. Homelessness: Previously, multiple agencies dealt separately with the homeless, which resulted in ineffectiveness (one example: no shared database of the homeless population with City services needed and rendered). (Continued on page 5)
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from the Start At the beginning of every presentation and meeting at Able Services, we share a safety moment with our audience. The old adage about going home the same way you came to work is still relevant, regardless of the technological innovations happening in the industry, Able’s biggest asset is our people. Therefore, we have created extensive policies and procedures to enable our employees to safely perform their jobs. “A commercial office building is a lot like a container ship, except that it doesn’t traverse the ocean and is vertically oriented,” commented Jeff Palmer, Senior Vice President of Engineering. “The likelihood of drowning in a commercial office is a lot less probable, but all of the other job hazards are present. It is up to us, as a provider of facility services, to ensure our employees are educated, prepared, and safe on the job. One mistake is one too many.” In the facilities business our work doesn’t involve sitting behind a computer. We operate and maintain highperformance real estate assets. We facilitate the electricity that powers an entire building, we maintain the HVAC systems that keep inhabitants comfortable, and we clean the spaces where people work and live. All of the systems we work on and the tasks we perform
involve varying degrees of risk. With each task, we’ve engineered the protocols and provide training to ensure the job is being performed with the least amount of risk to our employees and the building’s occupants. Our goal is for all of our employees and building occupants to go home safe. During wet months we work with building management to ensure facility occupants can enter and exit the facility in the safest manner possible. This often involves putting down mats, clearing water hazards, and placing signage to prevent slips, trips and falls. Our employees are trained to implement the proper procedures to prevent injuries to themselves and to building occupants. We do not work on energized equipment. Additionally, we use OSHA–approved Lock Out-Tag Out procedures to ensure that only qualified personnel work on de-energized equipment and that safety procedures are followed. Digital record-keeping provides peace of mind that employees are trained and compliant with all safety regulations.
Top photo: Helen Han, BXP, and Mark Kelly, Able Services, view the progress of the Salesforce Tower. Above right: Paul Faleschini, Able Services, teaching a seminar for BOMA San Francisco Emergency Preparedness Committee.
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President’s Column (Continued from page 2) The City aggregated its homeless budget to over $286 million last year for the estimated 8,000 homeless population. A welcome addition is our housing czar, appointed in May 2016, along with goals to consolidate agency services. Taxes: Like it or not, we need taxes to fund city, state and federal services. What is the right amount vs. the services we receive? Are our taxes competitive enough to maintain a vibrant business base? Accountability: Speaking at a BOMA luncheon, Supervisor London Breed said that one of her goals is a focus on accountability in city government. How refreshing for an elected leader to focus not on getting/staying elected or placating constituents, but getting things done! A common refrain from the business community is that rational economic thought and accountability become a secondary or tertiary consideration for elected officials. All levels of government have an accountability/oversight agency that researches the impact of a proposed new law. In San Francisco, it’s the controller’s office. Unfortunately, the controller’s analysis is often ignored by politicians. These issues and others affect our competitiveness as a city, region and state. Relying on the status quo may work. It may not. Will our luck run out? We hope not.
Major issues are complicated. They are “issues” because they are hard to solve, involve various stakeholders and usually require money. I offer no particular solution (sorry!), but rather these high-level goals for ourselves and our political leaders. Accountability: Expect accountability. Drive it into every discussion and decision on these issues. Competitiveness as a goal: We cannot ignore competition and need our leaders to further weave competitiveness into their daily work. Best practices: Cities without an ounce of our good fortune often do things better. They are solving problems. Let’s use their best practices. Political braveness: It’s brave to be non-partisan to achieve goals. Let’s not take a side because it is popular, partisan or someone else is trying to PC shame us and yelling louder. Get Involved: Whether it is as simple as voting, or an intense commitment to a cause or organization, getting involved works. Let’s not rely on luck to retain all of our blessings in the San Francisco Bay Area, but rather focus on competitiveness and accountability to solve our issues.
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Principal Member Profile
Nicole DuBee, Property Manager Columbia Property Trust
“We have a saying at Columbia Property Trust that ‘property management is cool.’ Property Management is cool, and it entails so many skills. I love being the detective, the mastermind, the shepherd, the trailblazer, the advisor, the judge and the jury. That’s what gets me excited as a property manager—the amount of knowledge you get from doing it all,” says Nicole DuBee, who manages 221 Main, a LEED Platinum building. “221 Main is a small building with gigantic character,” DuBee says. The building’s large tech tenant base pushes management to be nimble and creative. A hybrid tenant lounge/ conference center was recently added. A renovation of the fourth floor terrace now underway will include flexible event space, auditorium seating, bar/kitchenette and activity area. “These upgrades keep us relevant and are very popular with the tenants,” she adds. DuBee spearheads BOMA San Francisco’s active Careers in Real Estate Committee. “The committee has come a long way since its inception. We have assisted approximately 20 college students in obtaining an entry-level job in property management within this past DuBee enjoys cycling and other year. That’s huge! We developed a detailed curriculum we call ‘Explore.Connect.Achieve.’ endurance sports. The program introduces students to property management and includes presentations, resume/interview workshops, building tours, shadowing opportunities and a 12-week mentoring program. We have a solid group of BOMA volunteers on the committee, and we’re always looking for more members and mentors. The time commitment is nominal, and the reward is truly inspiring.” After hours, DuBee enjoys the art and culture that the City provides. “My boyfriend and I are season ticket holders with the SF Symphony and SHN. But my true passions are nutrition, skiing and cycling. I’ve completed two half-ironmans and long to get back into it. I love the physical and mental challenge. The discipline, training and self-awareness that is required for endurance sports helps keep me focused and balanced during the work week.”
7 Associate Member Profile Mark Kelly, President, Able Services “Able has expanded nationally and currently services over one billion square feet, but San Francisco is and always will be our home,” says President Mark Kelly. “Being part of BOMA SF is very special, because we have the most active local association in the country, as well the most innovative. I travel to meet clients in other parts of the country and they often inquire about BOMA SF’s activities. BOMA SF is a beacon for the rest of the country, with programs ranging from the CREATE program to recycling solutions.” At the recent BOMA International Expo, Able showcased new smart bin technology at its booth, helping a startup from Seattle bring their product to market with the goal of diverting waste. Since the conference, they’ve already partnered with a BOMA SF member to place the smart bins in their lobby. “You have to create new value for your Kelly chairs the BOMA SF Associates Committee. tenants and visitors,” Kelly adds. “Business as usual doesn’t cut it.” Many BOMA members know Kelly as the Chair of the active Associates Committee, which plans social and networking events like BOMA at the BALLPARK, the holiday party and the Elmer Johnson Golf Classic & Wine Tour. “The marketplace collaborates at BOMA. I’ve realized that we are in the same boat and share similar concerns regardless of which companies we work for. Dedicating time to be a committee member is a serious endeavor which contributes to building long-term relationships and consistently driving more value to the membership,” observes Kelly. “Committee work is very rewarding, and I have friendships that have endured more than 25 years because of it. We encourage our employees to attend committee meetings, subcommittee meetings and network as much as possible.” In his spare time, Kelly is an avid collector of sports memorabilia. “Because of a family history in amateur golf and professional baseball, I’ve amassed a collection of memorabilia dating all the way back to the twenties. The artifacts are showcased in what is commonly referred to as ‘the finest at-home sports museum’— my garage.”
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8 CREATE to Underwrite NEW Program to Benefit Commercial Real Estate Employers A new program designed to attract college student The new Commercial Real Estate Fellows Program at interest in real estate careers begins this September SF State will be a year-long, industry-guided workshop at San Francisco State University. Underwritten by focused on building-block skills to prepare participants to the Commercial Real Estate Alliance for Tomorrow’s enter the commercial real estate job market. In addition Employees (CREATE), the twoto topics such as Construction and semester program builds upon the Project Management, Property success of the Commercial Real Management, Leasing and Estate Certificate program which Marketing, Asset Management, CREATE also funds. and Understanding Corporate “The new Commercial Real Real Estate, Mixed Use, Industrial Estate Fellows Program will and Retail, the course will help greatly expand our industry’s students develop excellent commueducation, training and workforce nications skills, critical thinking development partnership with the abilities and problem-solving skills University” said Tawni Sullivan, and foster team collaboration. Associate Managing Director, CREATE (www.createworkCBRE, Asset Services and Chair force.org) is a collective effort of the BOMA San Francisco by leading trade associations Foundation. “The Fellows and their member companies to program will be open to all 6,000 address the industry’s growing SF State College of Business workforce challenges across the Tawni Sullivan announced the new CRE Fellows students and is fully funded by San Francisco Bay Area. Groups Program at the CREATE Gala in May. donors to CREATE.” supporting CREATE’s mission According to prominent real include NAIOP San Francisco Bay estate strategic consulting and advisory firm CEL & Area Chapter, BOMA San Francisco, BOMA Oakland/ Associates, the number one ranked issue of concern East Bay, and IREM. held by commercial property industry CEOs is attracting Nobody else is going to solve the problem of our indusand retaining talent. The issue becomes magnified try’s talent crunch; we must do it ourselves. To learn more, when you take into account the fact that, according to or to volunteer your time or funding in support of both the CEL & Associates surveys, 55% of real estate leaders CRE Fellows Program and the CRE Certificate Program, plan to retire within 10 years. We need to grow our please contact Marc Intermaggio (firstname.lastname@example.org). workforce now!
The best way for employers to benefit from the CREATE program is to host an intern (see article on facing page.) Give one of our program enrollees the opportunity to get some practical experience while putting their training to work for you. Almost 100% of the students who have participated in our internship programs are full-time employees in CRE. Learn more at www.createworkforce.org
Otherwise, make a tax-deductible donation to the BOMA San Francisco Foundation, tax ID is 80-0757877.
9 CRE Interns Get Real-Life Lessons from BOMA Hosts Students from the SF State commercial real estate certificate program put their coursework into action this summer and got some real-life work experience, thanks to BOMA member companies that hosted interns. Christine Johnson gained a “diverse outlook on building management,” as an intern with Cushman & Wakefield. Working on project management teams at 50 Fremont (Salesforce), the Transamerica Pyramid and 525 Market, she was impressed with the “trustworthy and strong relationships with vendors and tenants.” She worked with Lee Miller at 50 Fremont, who remarked that the coursework at SF State had prepared Johnson “with respect to the financial and accounting aspects” of CRE. A finance major, Johnson has two remaining classes for her CRE certificate, but has been offered a part-time job with Cushman & Wakefield while she finishes school. Harsch Investment Properties intern Serina Li “You get paid to learn...what could be better than that?” said Serina Li, works on her tablet in the lobby of 450 Sutter. who interned with Harsch Investment Properties at 450 Sutter. After completing two CRE classes and her finance degree from SF State, Li put her education to work in the firm’s property management and accounting department. “One of the most important aspects of property management is learning how to deal with tenants and vendors with great communications skills, which I don’t think any class can prepare an intern for. Serina has been great at dealing with tenants and vendors,” said Property Manager Chad Miller, Harsch Investment Properties. CBRE hosted an intern who worked in Asset Services, CBRE’s property management division. The intern, David Holmes, was helpful in the front office, working with the assistant property manager, said Steve Austin, General Manager, CBRE | Asset Services. ABM’s two interns, Kevin Ngo and Emmanual Muniz, worked in the company’s operations, engineering, parking, safety and sales departments, which exposed them to a range of skills. “They had duties specific to each department,” said Regional HR Manager–NorCal Carol Wallace. She felt that their coursework prepared them for the experience, and added that “they were willing to work and shift ABM interns join the team to help with Project Open Hand. priorities whenever necessary. I wish they were permanent employees.” Capital Building Maintenance hosted intern Cynthia Kaki. “Our internship required an individual that not only knew property management, but also knew Excel and was comfortable learning new software. For example, Cynthia had to learn multiple systems that we use internally without much supervision. She did so with ease and attributed her quick assimilation to her business informations and systems coursework,” said President Mary Brasher. “Cynthia has done a great job at learning our business and understanding the direction we are taking to improve our customer service with software improvements. She has found the experience enriching, since she now has a better perspective of what goes on at the vendor when a property manager requests a service.” Kaki commented recently: “I always had an interest in commercial real estate, and at Capital I was able to learn and experience how the vendor side of CRE operates.” At ProTech Security, Inc. intern Joe Klingensmith was exposed to a variety of responsibilities in the HR department, from research to administrative tasks. “Joe researched both in-house training programs, as well as potential technological solutions which would likely cut costs and greatly benefit the company in the long run,” said Raymond Smith.
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Last Word (Continued from back page)
of the day, or that significant other who needs you to hear them without distraction in the form of a wandering mind or an electronic device. One of the greatest gifts we can give ourselves and those with whom we live and work is our undivided attention. Ask yourself—are you doing this? When colleagues or loved ones come to you, are you fully engaged or are you multi-tasking? Are you formulating your answer as the person is still speaking or are you listening to what they are saying and pausing before giving a response? We can blame technology for the speed of work and the prompt responses it demands, but we are also to blame. We complain that we need downtime or alone time yet are far too quick to fill that time attached to the smart phone—checking personal communications, social media, reading websites. None of this is inherently bad, but if we don’t spend enough time disconnected and allowing our mind to be still, we are denying ourselves the benefits of quiet focus and solitude.
At the conference, one speaker encouraged us to take a 14-day challenge. Starting with a few minutes per day, practice the exercise of quiet focus. Capture this time by using time wisely—when you are stuck in traffic, when you arrive at a meeting a few minutes early, when you are brushing your teeth or washing your face, when you are eating your food. Start simply and add time each week. We know that our most valued asset is people, and they feel most valued when they feel appreciated. By incorporating mindfulness into your daily routine, you set an example as a leader who is clear and focused, which in turn encourages employees to be clear and focused and able to perform their best work. Mindfulness is shown to reduce anxiety and stress and its common side effects are kindness, compassion, and empathy. A good leader embodies these traits and passes them onto their team. Mindful leadership. I encourage you to give it a try.
Tory Brubaker is Member Services Director of BOMA San Francisco.
12 Talent Crisis (Continued from front page)
incredible transition. Technology is redefining how people work, and jobs will increasingly be automated. Automation and artificial intelligence will have a big effect: you may see robots delivering services in your building.
Making CRE an Enticing Career Choice
2025 Real Estate Predictions n Between 25%–30% of real estate firms that exist
in 2017 will be gone. n Within a decade, 50% of today’s real estate brokers will be replaced by Strategic Business Advisors. n Do not be surprised to see many office build ings less than 250,000 SF in size being managed remotely. n Women could comprise nearly 40% of the C-suite positions within real estate firms. n The real estate industry will be faced with a potential shortly of 15,000–25,000 “qualified” workers per year through 2025. n Commercial buildings will use 40% less energy than they do today. n Between 45%–50% of commercial real estate transactions will be initiated and/or completed online. n Between 35%–40% of training for real estate professionals will be online or led remotely. n To manage a building in excess of 250,000 SF will require (by law) the proper certifications, licenses and professional designation. n The term “Human Resources” will be replaced by “Employee Experience,” Employee Success,” or “Partner Resources.” n HR departments will downsize due to increased employee participation/involvement in their employment experience. n Managing a growing remote and/or independent workforce will be a significant challenge to real estate firms over the next decade. Regionals will look more like Air Traffic Control. n Watch for a Siri-like automation that will enable employees to ask and receive answers about all of their benefits, vacations, 401(k), etc.
Source: CEL & Associates, Inc.
Creating a career path for young people is a major issue, as 38 percent of real estate firms will experience a significant talent shortage. An IREM study showed that 55 percent of real estate leaders are forecast to retire within 10 years. Some estimates show a shortage of 15,000–25,000 commercial real estate professionals per year. How will the void be filled? Lee questioned whether real estate is making an exciting pitch for the profession. The glamour of technology careers is a bigger draw. He said that titles matter, and that job titles need to be updated. “Using the title ‘Property Manager’ is a big mistake. They manage an entire city, systems, people...not the four walls...you can’t use the property manager title and attract people.” Generational changes are impacting the real estate industry, an industry in which HR decisions are often made by Boomers. By 2020, 63 percent of the workforce will be Millennials and Gen X, according to Pew Research. Lee observed a “Clash of Cowboys (Boomers) and Collaborators (Millennials).” Boomers typically want to command and control, value individual work, want clear boundaries, seek job security and structure, work for money, influence via title and tend to be realistic. In contrast, Millennials approach work as collaborators/team players, multi-task, value flexibility, work for personal enrichment and a sense of accomplishment, influence through networks, and tend toward optimism. Lee lauded the industry-wide Commercial Real Estate Alliance for Tomorrow’s Employees (CREATE) program for introducing young people to the dynamic real estate industry, calling it “a great program.” Talent management practices are shifting to include trends like personalized improvement, core competency and values hiring, training as an investment, collaborative decisions and a “galaxy of stars” vs. “one star.” Lee predicts a new staffing model within the real estate industry, with 80 percent of the workforce as “Free Agents” (temp employees, leased employees, contingent workers, independent contractors, strategic partners and 20 percent as fulltime equivalent workers — a reversal of the current make-up. The workforce will be a total experience with HR and marketing together creating an employer brand, and employees becoming brand advocates. More than ever, it’s important to articulate your company’s value and build a culture of innovation. (See Lee’s 2025 predictions in the box to the left.)
13 BOMA Members and Staff on the Move BOMA International elected its 2017-2018 officers at the 2017 BOMA International Conference & Expo in Nashville. BOMA SF member Scott Jones, a vice president for Jacobs, was elected Vice Chair. Prior to moving to San Francisco, Jones was an active member of BOMA/Fort Worth, where he served as president. Jones was chair of both BOMA International’s State Government Affairs Committee and the Careers in Real Estate Task Force Returning Veterans Outreach Sub-Group. He also has served two terms on the BOMA International Executive Committee, and held the position of vice chair of the Research Committee. Global e-commerce site eBay honored BOMA SF member company eWaste Direct during a recent event in Las Vegas. Angie CardonaNelson received eBay’s 2017 Small Business of the Year award. Angie and her husband, Joe Nelson, started eWaste Direct in 2008. Joe is active on the BOMA SF Energy & Environment Committee. The Livermore–based company collects, recycles and resells electronics from across the Bay Area and sells them on eBay under the name Angie’s Green-Go Surplus. Congratulations to Angie and Joe! NicholsBooth Architects announced that it has changed its name to Revel Architecture & Design to reflect the firm’s expanded leadership and revelatory approach to design. The new name represents the firm’s passion for workplace design as a celebration of each client’s unique brand, culture, personality, and workstyle. The firm’s renaming followed the appointment of Scott Clement to COO and Principal. Clement said, “We love bringing a client’s vision to life. Our new name embodies our passion for what we do, from how we guide clients through the design process to the ways we collaborate and solve problems.”
BOMA SF Vice President, Public Policy Ken Cleaveland, received a certificate of appreciation from BOMA International's Government Affairs Committee at the 2017 Conference & Expo in Nashville (shown to the right at San Francisco City Hall). Cleaveland was honored for his numerous advocacy accomplishments and leadership over the past 20 years. He received a standing ovation from the committee and his peers.
Send personnel changes or news for Members on the Move to Tory Brubaker at toryb@BOMA.com.
Tile & Stone Council of Northern California 415.989.1175 z www.tscnc.org
New Labor Pact Covers Office Building Engineers BOMA San Francisco and IUOE Local 39 have reached agreement on a new contract governing the office building engineering workforce. The new contract runs September 1, 2017 through August 31, 2023. The six-year deal provides a solid foundation for labor peace and provides BOMA members and our local industry with cost predictability. A summary of key provisions was circulated to BOMA members via email August 21, 2017. Once all new language has been incorporated, an updated contract will be available to members, and an informational briefing will be offered. If you have questions prior to then, contact Marc Intermaggio at the BOMA office. A great many hours were spent planning and strategizing prior to the start of negotiations, discussing the concerns of members, and developing language away-from-the-table during bargaining. In the end, we were able to reach a balanced agreement that respects the good men and women in the engineering workforce, while at the same time, accounting for our members’ operating and cost management needs.
Dedicated to quality craftsmanship, the Tile & Stone Council of Northern California is a resource for BOMA members who wish to feature distinctive and lasting tile and stone installations in their projects.
Mark Your Calendar For BOMA SF Events Membership Luncheons September 13 October 19 • November 15
Networking Event December 7 – Holiday Party
Young Professionals’ Events September 25 – YP Real Estate Forum October 11 – Boat Cruise
Seminars September 27 – Driving Asset Value Seminar October 17 – Emergency Preparedness Seminar November 9 – Annual Codes Seminar
Visit www.bomasf.org for details.
15 BOMA Conference in Nashville (Continued from front page)
and Scott Kelly set the tone of the conference with an out-of-this-world peek into their leadership and teamwork in space.”
Conference attendees were treated to a taste of Nashville at the Welcome Party at the Omni Nashville Hotel. The following night, a Southern Social sponsored by BOMA International Cornerstone Partners took place at the Country Music Hall of Fame and Museum.
Featured breakout sessions included: Authentic Leadership: Leaders Step Up Under Pressure, and Bridging the Generations: Co-Mixing Today’s Workforce with Boomers, Generation X’ers and Millennials. Clockwise from top left: Line dancing lessons at the ABM booth at the Expo. Wes Powell, JLL and BOMA SF President; and David Hayes, Skyline Construction. Marc Intermaggio, BOMA SF Executive Vice President; Marc Gille, Rockhill Management; and Powell.
Another session, “How Technology is Changing and Challenging Commercial Real Estate,” highlighted real estate technology trends and innovation from Steve Weikal, Head of Industry Relations at MIT Center for Real Estate, in Boston. BOMA San Francisco members eagerly embraced the Nashville spirit. The team from ABM donned cowboy hats and offered line-dancing lessons at its booth. BOMA San Francisco President Wes Powell and Skyline Construction CEO David Hayes went in “whole hog,” sampling some Southern cooking. And BOMA San Francisco President-Elect Marc Gille, BOMA Executive Vice President Marc Intermaggio and Powell took time to peruse a selection of Nashville’s famous boots. On a more serious note, the BOMA Board of Governors of BOMA International elected its new slate of officers for 2017-2018. BOMA San Francisco member Scott Jones was elected Vice Chair. And BOMA Vice President, Public Policy Ken Cleaveland was recognized for his service and accomplishments, receiving a certificate of appreciation. See Members on the Move on page 13 for more on these kudos. “With Nashville now in the rearview mirrors, we’re looking forward to seeing everyone in San Antonio, Texas, next year, y’all,” Cowan remarked.
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The Last Word: Tory Brubaker
Mindful Leadership: ...Give It a Try In June I attended the American Society of Association Executives (ASAE) annual Leadership Conference. The theme was mindfulness, and over two days the topic was analyzed and discussed from a variety of perspectives: neurologically, psychologically, sociologically and behaviorally. A powerful message resonated: incorporating mindfulness into daily life can profoundly affect your personal and professional relationships, most notably your ability to successfully lead others. Mindfulness is a simple concept. Mindfulness is being present in the moment. A simple concept, but not necessarily easy in practice. The world in which we operate is fast and demanding. Technology provides us with a constant stream of information, requests, action items, etc., often leaving us with a sense of being behind before
we even get going. If I ask you to add another “to-do” to your day, your first answer might be, “really, Tory? I’m already maxed out and don’t have enough hours in the day for what is already on my plate.” Practicing mindfulness doesn’t take additional time, but utilizes time that you may be wasting. A few minutes of mindful practice can have dramatic results. Conference attendees were shown a 60 Minutes segment in which Anderson Cooper interviewed Jon Kabat-Zinn, considered the leader of the modern mindfulness movement and a practitioner for over 40 years. (This segment is available on YouTube.) In the interview Kabat-Zinn asks Cooper, “when you are in the shower in the morning, are you really in the shower or are you in your first meeting?” Think about that, especially all of us that pride ourselves on being expert multi-taskers. Take those few minutes and simply focus on your shower and the activity involved in that. If your mind starts to wander, simply guide it back. It’s natural for the mind to wander, and the ‘’practice” is bringing it back to focus. A few focused minutes each day can train you to be truly “in the moment.” When you gain this clarity, it allows you to focus on people when they engage with you. You can give your full attention to that employee coming to you with a problem, that child who wants your undivided attention at the end (Continued on page 11)
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