Pub. 1 2016 Issue 1

14 www.ctaahq.org 䌀吀䄀䄀 吀䠀䔀䌀伀一一䔀䌀吀䤀䌀唀吀䄀倀䄀刀吀䴀䔀一吀䄀匀匀伀䌀䤀䄀吀䤀伀一  SETTING PROPERTY MANAG If you set important property management goals, you don’t want to mess them up. e fact that they are important means they give you an opportunity to showcase your abilities as a property manager; if you fail, however, the failure is also more signi cant than it would be for a less-important goal. ere are two keys to achieving big goals during the coming year: • Break your goal down into smaller parts. e smaller a task is, the more likely it is that you will be able to accomplish it. • Delegate at least some of those parts to members of your sta . ey want to showcase their abilities every bit as much as you do. Give them that chance — that’s what good managers do. ey make sure the people who work for them have opportunities to grow and have a signi cant impact. By breaking down goals into smaller parts and then delegating some or all of those parts, you reduce the risk of failure because you have created a way to monitor progress and guarantee success. Some businesses set three to seven quarterly goals for each department. Each goal should be speci c, not general; there ought to be a way to know whether you are succeeding or failing; and nally, it has to be something you can reasonably and realistically do within the next 90 days. Some people use the SMART acronym to help them determine whether they are setting appropriate goals. e acronym means that the goal is speci c, measurable, attainable, realistic, and timely. For example, if you decide to lease 20 apartments during the next month, that goal is both speci c and timely. “Lease more apartments,” on the other hand, is just a general wish. For something to be attainable and realistic, select a goal that is challenging but that everyone wants to accomplish; it should also be something your company reasonably has the resources to do and that makes sense given the current business environment. Once you know what each department is working toward, you can go a little further and specify that three to seven of all the goals are also going to be company goals. Always pick reasonably di cult goals that are de nitely possible but that will