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June 15, 2023
Don't let good employees slip away!
Especially in today's hiring landscape, we all know how important it is to keep good employees on your team. But how do you even tell which ones are the good ones, to begin with?
If you're not properly evaluating your team, it's impossible to know whether or not the good ones are actually the good ones.
In this Gabfocus Spotlight, we hear from Adam Steckler of StorageMart about how to evaluate (and retain) good employees at your self storage business.
Question: "How do you evaluate and retain good employees?"
Check out the video clip below to hear their answers:
In this Gabfocus Session: Revitalizing Your Storage Business, Adam Steckler of StorageMart and Drew Pearson of Pearson Partners joined Tommy and Melissa to talk about how to breathe new life into a self storage business.
Check out the full Session to dive deeper!
It's still in many ways a family, right?
It's family owned business, family run business. Like I said, Mike and Chris own and run the business, but their children are involved and they all have key leadership positions and that culture of a family business really trickles down.
And a lot of employees stay with us a long time.
I think we talked about some of this in the preshow, but we really try to create engagement with our employees. So we look for people with hospitality, ideally sales experience. We view it as a sales job, but we're just looking for friendly people, good communicators, good personalities, and then we'll treat—we know that we can teach them the skills for self storage.
We have a learning management system where they watch a lot of it's, a lot of videos that they watch that they can sort of do on their own time and pacing as they're doing other things at the facility and they're recognized.
So Iwe mentioned before the Bonusly and how you can give these Bonusly points to different people in the moment. Like literally 10 seconds, like, hey, you just did an amazing job with that customer. I'm giving you 100 Bonusly points into your account. And then they can go and spend those and buy themselves once they've accumulated enough. And again, it's not a lot. It's not like they're getting millions of dollars. Maybe it lets them get a cup of coffee down at Starbucks. A cup of coffee at Starbucks can be like $6 now, but they feel recognized, they feel appreciated.
So we're creating this environment where they're part of the business, really. The regional managers aren't there that much, right? They may be running around to eight or ten locations. And so they're really the face of the business. So we want them engaged.
And we find by sharing the business objectives what the business goals are, giving them full access to the reports and the financials, they become invested. They start well, how did that—they start caring about the door got broke. Why did the door get broken? How do we want to fix that? Can I fix that myself? Or should we call a vendor that's going to cost $3,000?
They start taking care of it like it's their own house, so to speak, their own property. And those are the values that we're trying to look for in our employees."