Podcasts about Housing association

How did you end up in the property management industry? Becoming an entrepreneur is often a difficult and lonely path with many ups and downs along the way. Many property management business owners are miserable in their own businesses. In today's episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with property manager and DoorGrow client Derek Morton to discuss how he was able to build his property management business and team around himself. You'll Learn [01:53] The Entrepreneurial Struggle [09:03] Building a Business Based on Humanity and Care [26:48] The Impact of The Right Company Culture and Team [38:57] Masterminding with Savvy Property Managers Quotables “Property management really is a business of relationships.” “If people fail me, sometimes I don't have a proportional response. So why would I expect anyone else to act differently?”  ”Your internal beliefs really, I think, shape the environment that we allow or create around ourselves.” “If you're relying on team members, it's really dumb to think you've got all of the best ideas and nobody else is as smart as you.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript [00:00:00] Derek: Sarah was like, "Hey, you did all this stuff, how did you do it?" And I'm like, I don't know. And so we went back and we ran the numbers. 88% of my growth has come from my network and just those relationships.  [00:00:13] Jason: They say your network is your net worth, right? [00:00:15] Jason: Okay. I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management business owners. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. [00:00:32] Jason: At DoorGrow, we have spoken to thousands of property management business owners coached, consulted, and cleaned up hundreds of businesses, helping them add doors, improve pricing, increase profit, simplify operations, and build and replace teams. We are like bar Rescue for property managers. In fact, we have cleaned up and rebranded over 300 businesses, done websites for hundreds more than that, and we run the leading property management mastermind with more video testimonials and reviews than any other coach or consultant in the industry. At DoorGrow, we believe that good property managers can change the world, and that property management is the ultimate, high-trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. [00:01:16] Jason: That's our mission statement. We want to transform the industry, eliminate the bs, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show.  [00:01:27] Jason: So I'm hanging out today with one of our clients, Derek Morton, over at Net Gain Property Management. [00:01:32] Jason: Derek, welcome to the show.  [00:01:33] Derek: Thanks for having me. I'm excited.  [00:01:35] Jason: So, Derek, you're doing a lot of unique things there and you've had a lot of success and things have been going really well. I'm excited to to, you know, get into you know, some of this unique stuff that you're doing and chat about this topic of 'from crisis to connection.' [00:01:53] Jason: And so to kick things off, tell everybody how did you get into— when did you first figure out you were an entrepreneur? Like how'd you get into business? And then maybe that'll segue into starting a property management business and so on. Give us some back background on you.  [00:02:10] Derek: I still struggle viewing myself as an entrepreneur to be honest with you in that way. [00:02:16] Derek: Like I've done sales stuff growing up and my parents are like, you suck at this. Like, you're not going to be able to make a living.  [00:02:23] Jason: They didn't believe in you.  [00:02:23] Derek: No, they're very self-aware. Like, I mean, trust me, I understood like they were right. But like, what was funny is like on the sales, like I couldn't close but I could present and I could put on a show and make it entertaining. [00:02:37] Derek: And so, like, one of the things that I did is I sold Cutco knives. Okay. But I couldn't close. But I would have more people like, and I'd have a longer list of referrals of people's friends after the end of each one of the presentations than anyone else. But I couldn't close, so I was getting, I made a decent amount of money, because you got paid per presentation. [00:02:57] Derek: And they couldn't figure it out. And they sat in on one of my things and they're like, "you need to close the deal." And I'm like, "I don't know how to close the deal." I just, you know, and then I ran a snow cone shack, and that was probably one of the funnest things I ever did. And we went crazy with stuff. [00:03:10] Derek: Couldn't make any money, me and my partner, but we had a good time and made an impact. We had came up with all sorts of crazy combinations and all this time I was in the title industry when I was running that and marketing and just built relationships and that was all my sales, was just relationships. [00:03:26] Derek: I can't do hard sales like it makes me sick. Yeah. But the relationships and all that stuff comes naturally. And so, I mean that's—  [00:03:35] Jason: and property management really is a business of relationships.  [00:03:38] Derek: It is.  [00:03:38] Jason: And people that lose sight of that think it's some sort of tech game or like a lot of these businesses have felt failed. [00:03:45] Jason: They just, they don't get it.  [00:03:47] Derek: As you say, the deals close at the speed of trust. Yeah. I do say, and so see, I listen sometimes and sometimes, enough to gather a few things. But being able to work on those relationships and just see people has like, been that secret elixir. [00:04:03] Derek: And so when I was looking to start a property management company my parents were like, "you're an idiot. You failed at everything else." Even my wife was nervous. The only thing that convinced her was we were in the process of building a house and we were going to rent out our town home. And she's like, "there's too many property management companies where we're at. I'm not going to pay, you know, who's going to pay 10% or whatever for this, like, when you can do it yourself." And I said, "okay, you're going to do this on your own." And so I just let her do it. And she had asked questions and I said, "Google it." And as someone who's married yourself, you can understand how well that went over. [00:04:39] Derek: And so, and then hearing everyone's stories and different things like that, my wife, by the time we had it rented out was like, "okay, you have my support." And then the, you know, the rest is history. Rough first year, and then we've just been on a rocket ride since.  [00:04:53] Jason: So you, how important do you feel like it was to get your wife's support? [00:04:59] Jason: I've been the entrepreneur that didn't have support in a previous marriage, like that was a rough thing.  [00:05:05] Derek: Oh it's a hundred percent. Like, I mean, it's the only way I could do like, I mean, so about six months in, so I didn't take, really take a paycheck the first year. We were living off savings. Yeah. It was kind of a struggle. My partner was looking at me like, "you're going to make this work." And once again, like, I struggled one, you know, with hard sales and the hard part that I didn't realize that, you know, I was marketing for title companies, so I had all these real estate agent contacts. But it's a town. It's notorious. When you try something new, they're like, "we know you as the title guy. We don't know you as the property management guy. That's a different thing." And so I was like, "oh they know me, trust, and they sent me all these deals to close for them, you know, for the client. [00:05:42] Derek: So they're going to try. And they're like, it's different. And I'm like, okay. Yeah. So I didn't anticipate that, but I remember one time, my partner had set up with the real estate brokerage he was in the management company or the broker of the business. Were going to start a statewide management company. [00:05:59] Derek: And they were going to have me run Cedar and we had a conversation and my partner was laughing because I was, I had no leverage. But I was kind of belligerent because I'm like, your software sucks. Like, I know I don't have a whole lot of clients, but like why would I ask them to take a step down on the level of service? And with that being said, I'm like, I have a family to provide for, and I'm like, the dream's dead. Everyone's right, right? I can't do sales. I'm not an entrepreneur. I can't work for anyone else either, so I'm like, I'm kind of screwed.  [00:06:26] Jason: I'm unemployable. That kind of means you're an entrepreneur if you're unemployable. [00:06:30] Derek: I mean, that's the funny thing is my family's like, "why don't you find a job?" I'm like, "I tried." All these companies, like, "dude, you've done so many cool, amazing things. We love you and everything. We can't hire you." "Why not?" "You just don't fit our culture." And I'm like, "**** you!" Oh yeah that's probably why I don't fit your culture. [00:06:45] Derek: Right. And so like I had at that point decided I was going to sell out and I'm like, okay, I'll work for something else and if not something else, I'll just kind of, this will be the next step. I'll just balance and then figure out where I go to next.  [00:06:56] Sarah: Yeah.  [00:06:57] Derek: But I woke up at like three o'clock in the morning and I'm just like, I can't do it. [00:07:00] Derek: I can't do it. And told my wife, I said, "I can't sell." And she's like, "okay, but when are you going to make money?" "I don't know. You know, I just know I can't sell." And I went to my business partner and I'm like, "I can't sell." And he looks at me and he is like, "I've seen you do dumber stuff. So, okay. What's your plan?" [00:07:21] Derek: "I don't have a plan." And then I remember. So I'm just like, all right. Like I have to figure this out. Two weeks later, an agent buddy of mine like calls me and he is like, "I am tired of my wife doing property management. Come in, let's talk." And at this point I think I was like at 40, 40 units. And you know, accounting's not my strong point. [00:07:41] Derek: because everyone's like, "oh, 40 units, you should been making money." I'm like, I was just trying to figure out the flow of money. Like that's not my strong point.  [00:07:47] Jason: And so this is the crisis. And the crisis to connection is like, you were just like trying to figure out mm-hmm we need money. Mm-hmm. [00:07:55] Derek: And and so he goes, "here's the deal you pay me, you know, one month's management fee and they're all yours. Here's 25 units." We did the math, it was like five grand. And what's funny is my business partner's like "you do not make a deal without talking to me." We were 50: 50 partners and we'd always joke around about like, Hey, I'm going to use my 50% majority and make this decision. [00:08:17] Derek: And we just, you know, this is kind of, we were interacted. So I came out of that meeting and I said, "I'm buying them." And he was pissed. He is, like "I told you—" and I said, "dude, it's $5,000." And he's like, oh yep, nope, we're good. We're good. We didn't tell anyone. Didn't make a big announcement. Yeah. But there was something about that moment like that led to credibility. [00:08:37] Derek: For whatever reason there was just a threshold of units. All of a sudden, now I'm at 65 and I was like, oh, like you're kind of legit. And then it's just kind of has been spiraling since then. And within six months I'd hired my first employee. because we were at a hundred units and I was adding 20 that month. [00:08:51] Derek: But but yeah, so that's just kind of the story and I still laugh because I don't view myself as an entrepreneur. It's just kind of, I view myself as a guy who's really good at relationships and magic happens with that.  [00:09:03] Jason: So, and you know, you mentioned at the beginning that you really, that's kind of your area of genius is you're really good at connecting with people and building relationships. [00:09:13] Jason: One of the things that I, you know, that one of the gifts I see in you that I've noticed, you know, as a coach is you genuinely care about people. You genuinely care about your team. You genuinely care about your clients, you care about the tenants. And I think it's that care that's really allowed you to have the success that you've been seeing. [00:09:35] Derek: Oh, a hundred percent. Like we, we laugh all the time. I said people as a whole are awesome and so good. There's so many incredible things. Individuals can be idiots, some, you know, me included. I'm an individual. But by and large, I mean that's,  [00:09:48] Jason: That's a very different belief though. And there's a lot of people that are like, "I don't like people, but I like you." [00:09:53] Jason: You know, or stuff like this. My wife's Sarah, she's like, "I don't generally like people, but I like you." You know, she likes Derek, you know, but Yeah. But you have this belief that people are awesome and I think that belief is, you know, that's a unique belief.  [00:10:07] Derek: Yeah. And I, you know, and especially in property management, like I, I mean, "oh, you're going to get yelled at all the time." [00:10:12] Derek: And I'm like, yeah. I mean, yeah. You know, sometimes it's deserved, sometimes it's not. And as long as you can separate those, like that's what's amazing. Like sometimes you're like, we failed and I can't control how people are going to respond. because if people fail me sometimes I don't have a proportional response. [00:10:27] Derek: So why would I expect anyone else to act differently? And so we just own it and try to fix it and apologize and, you know.  [00:10:36] Jason: Yeah. Yeah. Yeah. And I think that another attribute, you know, there's generally, you know, the idea of not having to be perfect or look perfect all the time, there's a certain level of humility. [00:10:48] Jason: You joke about yourself like a lot, and you know, you, even from the outset of this, you know this podcast you recognize you're not this perfect unflawed person. And I think there's, that level of humanity, it's disarming, it allows people to feel even safer. And I think a lot of property managers listening could take note is they're always trying to maintain this perfect perception that there is this thing that never has a problem. [00:11:15] Derek: Oh, like, yeah. I mean, yeah, it's life's messy. I'm messy. Like, I mean, like everyone's messy. Yeah. We try to put on this show, you know? And I mean, that's one of the things, like part of the, my background coming into property management has given me the different perspective. I mean, so I served on the board for the local homeless shelter. [00:11:37] Jason: Okay.  [00:11:37] Derek: And so, like I saw on a day-to-day basis, like people going through crisises and seeing them and realizing, I'm like I was one or two decisions, or one or two friends from being there.  [00:11:50] Jason: Yeah.  [00:11:50] Derek: And so being able to recognize like that going, you know, if I would've gone to this, or if I would've done this, or, I mean, I can count on one hand, like times in my life that I'm like, you know, that was divine intervention. [00:12:05] Derek: I had a friend gimme a call at the right time and invite me to go do that before I did something stupid. You know, and it's like, I tell my kids all the time, I said, you're going to make mistakes. You know, the deci the hard part is making sure that those mistakes aren't life changing. And unfortunately, outside of a few, like big obvious ones, you never know when those life changing ones are until you know they're past. [00:12:27] Jason: You know, I really believe we are the creators of our own reality, and I believe that your belief that in divine intervention, belief in God being able to take care of you and that you trusting in that has allowed you to avoid some of those. Because I'm sure when you were talking to people at that local homeless shelter, you're getting this perspective, oh man, they just made one bad decision that led to this. Or they were just like, I'm one step away from this. But they probably, a lot of them you probably picked up, they have a different belief system than you do.  [00:13:01] Derek: Yeah. And I mean, what's fascinating though, when you work with those, they're generally trying to change. [00:13:06] Jason: Yeah.  [00:13:07] Derek: And this is a perspective of it, and it was eyeopening. So like when we set up our first transitional house for men and women coming out of homelessness and domestic violence, my kids still call it the stinky house. Like it was the stink, it was stinky house, it was a dump. [00:13:18] Derek: And like we fixed it up. Like, I mean, I've told the story like Home Depot, like called and walked off the job. because they were pulling up carpet. There was like dog crap, like somehow shoved underneath the— like, like, it was horrible. They had like 20 people and 15 dogs and 13 cats living here before this owner bought it. [00:13:37] Jason: Yeah.  [00:13:38] Derek: And he wanted to do student housing. And we're like, and I was like, all right, let's do it.  [00:13:42] Jason: Because all their parents paying the bill want them to be in that property.  [00:13:45] Derek: This was not like student housing at the time, but he is like. You know, as far I'm like, and it was still, to this day, it's like one of the best property pitches I've ever done. [00:13:53] Derek: And I'm still kind of a little bitter and I still manage this owner. I'm like, "we've done a lot of good with this house. But remember that pitch?" And it is like, "I know," and that pitch would've cost me a lot of money that I wouldn't have been able to make. It was awesome. It's what sold me on you and trust me. [00:14:09] Derek: because you put a lot of work into that. And so we pivoted because it's, you know, it was funny. It's like going back to divine intervention. Yeah, he spoke numerous times. He's like, "this house was speaking to me." Like, he's just like, "I have to have this house. I don't know why. I don't know what, despite everything," and so, you know, we kind of pitched and we made it up and worked with the homeless shelter going, here's what we think, there's, here's some funding. [00:14:33] Derek: Like, let's just figure it out. And he was on board and you know, so when we moved the first three in, they were so, so ecstatic. Hearing their stories, one of them grew up not far from where I grew up, and I laughed because, you know, he left where he grew up because he didn't want to get into drugs. [00:14:52] Derek: Lo and behold, he came to Cedar City and he got into drugs. So he left where I'm like, "dude, yeah, no wonder like you, you didn't do drugs in that area where you grew up? Like that's impress— but you got into it in Cedar?" he goes, "I know it doesn't track. I left to get away and then it was just. It just, you know," and it goes back to the connections that he made and the friends that he made and  [00:15:12] Jason: Yeah.  [00:15:13] Derek: And all of that, their ability,  [00:15:14] Jason: ... really that's who you are and how you're showing up and your beliefs and what you feel you deserve and what you you feel you're worth. And so really boils down to your internal belief. [00:15:24] Jason: And your internal beliefs really, I think, shape the environment that we allow or create around ourselves.  [00:15:30] Derek: Yeah. And these people like with, as their belief group, like their ability to celebrate like small victories.  [00:15:37] Jason: Yeah.  [00:15:38] Derek: That were just like, you wouldn't think we're that big. I remember they threw a party—  [00:15:42] Jason: Things they didn't have that most people would take for granted. [00:15:44] Derek: Yeah. I mean, the one got a job and he was able to hold it for a week, and so they threw a party. They bought a big old huge cake. I don't know how they got the money held. And they're like—  [00:15:53] Jason: yeah.  [00:15:53] Derek: They're like, "he kept his job for a week. He hasn't done that for years. Like, we're going to throw a party. You should come." [00:15:59] Jason: Right. Celebrate the wins.  [00:16:01] Derek: I mean, they had a cake and they were celebrating and like the music was loud, and I'm just like, " you kept a job for a week and you're celebrating?" Like, it was just I'm like, is this real life? Like this is, we're celebrating? I'm like, this is like common sense. Like, you know what I mean? [00:16:18] Derek: But it was a big deal for them. And then, you know, same thing with—  [00:16:21] Jason: it's common for you and it's maybe common for others, but for some that's not common. And so, yeah. We got to celebrate progress.  [00:16:29] Derek: Like, it was amazing. And just, you know, when you look at their sobriety coins and stuff they get at, those are always huge things. [00:16:35] Jason: Yeah.  [00:16:36] Derek: To do and being able to, you know, and they have to fight. Like, holy crap. Yeah. I mean, I wish people fully understood how hard they have to fight.  [00:16:45] Jason: Well, I think it was Alex Hormozi one of my former mentors and coaches, and he was also in a mastermind with me. He mentioned that you don't get self-esteem or self-worth by saying a bunch of affirmations in the mirror. [00:16:59] Jason: You get it by getting evidence. And these little wins that they're getting is giving them some evidence that maybe is in conflict with the current identity they've been holding.  [00:17:09] Derek: Yeah, I mean. When you look at these people, I mean, they, you know, and I love them. I love that population.  [00:17:15] Derek: Like it, it's amazing. [00:17:17] Derek: The insights that I've gotten into life and everything is unbelievable. And it's changed the way I operate my business and understanding to make sure that we can try to find support because you really are, there's these moments as we hinted at that you know, like, I think sometimes we have an inkling that these are moments, right? [00:17:37] Derek: But not always. And there's these moments that if you can get the support or the right person, like they're life changing and they go it makes a huge impact. Way more than it would on my life.  [00:17:49] Jason: Yeah.  [00:17:49] Derek: But it's huge on theirs.  [00:17:51] Jason: Yeah. So I mean, and this goes to your kind of core values that you've kind of built your business and your life around is, you know, related to contribution and making a difference. [00:18:02] Derek: Yeah, I mean, it's something, I mean, my, my parents raised me that way and I laugh like they, they always think that they failed me. because I just I'm different and quirky as you can attest. Yeah. And they just are like, you are not our child. Like we don't know where you came from. [00:18:17] Derek: And I just said, "I am both of your guys' best and worst qualities on steroids. So you struggle because you're looking in a mirror going, that could have been me. And instead we made it and now we can't control it." But I know my dad and mom were always heavily involved in different things and I watched that. [00:18:35] Derek: My poor kids have experienced too. I don't think they're going to be as heavily involved because they've seen more of the bad as opposed to the good.  [00:18:41] Jason: Okay.  [00:18:41] Derek: Sometimes with being willing to put yourself out there and be involved. And we're in a small town, so my kids can't escape dad. They go over, "oh you're Derek's boy, or you're Derek's daughter," and they just go, "yes." [00:18:54] Jason: right.  [00:18:54] Derek: But those values and being involved and realizing, you know, that was something that was instilled. Like, I can make a difference. And just, you know, my parents didn't put it this way. It's what I tell my kids all the time. I'm like, "you can go far in life. Just don't suck as a human being." Like you really just don't suck as a human being. [00:19:12] Derek: Like I said, my kids, my parents didn't put it that way. But they, I mean, it's through their actions and  [00:19:18] Jason: stuff.  [00:19:18] Jason: Are your parents, I mean, you strike me as pretty extroverted and connect and comfortable with people. Are your parents pretty introverted?  [00:19:26] Derek: Actually, my mom after the divorce, like she came out like pretty extroverted. [00:19:32] Derek: My dad was pretty extroverted. Okay. I grew up pretty introverted and it's still like my social battery, like it winds down and it's like, yeah I'm on a battery. When that battery's done, I just like but I've trained myself and I've just had to do so many different things that I'm like, I put myself out there and here's what it is, and that's how I have to get stuff done. [00:19:52] Derek: It's the only way to accomplish it. And then I can decompress and not have to worry about people until the next time.  [00:19:58] Jason: So, yeah, I'm very much the same way. I would categorize myself as an ambivert. So give people some context of kind of your journey here. How long ago did you start this property management business? [00:20:11] Derek: I started nine years ago in July.  [00:20:13] Jason: Okay. Nine years ago. And how many units are you at right now?  [00:20:18] Derek: We're at 650 units. Nice.  [00:20:20] Jason: Okay. Yeah, and I generally don't see people break four or 500 units unless they've got really good culture and a really good team. It just generally doesn't happen. And so you've built kind of a, it sounds like a unique culture. [00:20:33] Jason: You had mentioned earlier you didn't fit other people's culture. I. Like it was hard for you to get a job or stay in a job because you just didn't fit. In what way did you not fit that culture and how has that changed the type of business you've created around you? Because you have a very different culture in your business. [00:20:49] Jason: Obviously you fit in it because you're at the helm.  [00:20:52] Derek: It's my culture.  [00:20:53] Jason: It's yours. Yeah. It's your culture. So you built the business that didn't exist that you could work at. You know?  [00:21:00] Derek: So I'm pretty outspoken. And that doesn't always fit with the typical corporate job or working for other people. [00:21:07] Derek: because I'm not afraid to be like, "this is dumb and here's why I think it's dumb." And then with that, I think the other thing is I'm not as risk averse. I was really risk averse at one point in time, and then I got fired. And at that point I was like. Yeah, screw it. Like, like I survived once and so like, let's try this. [00:21:27] Derek: Um, Why not? You know, I like, but I also do a lot of research, so like, what seems risky the most like, is just the next step and it's logical. And I'm like, okay, yeah, we're going to do that. And you know why? Everyone's like, I, you know, I can't believe you're doing that. And I'm like, why? Like, this is the next step. [00:21:46] Derek: Why are you doing what you do? Like. You're selling yourself short. Like this is not risky to me. Yeah.  [00:21:51] Derek: And so because I just, you know, you get all the things in place and then you make the leap and you know there's going to be mistakes going back to, you know, the messiness. You're like, okay, I make that leap at 60, 70% certain and, you know, and realize that 30% may kill me off. [00:22:06] Derek: But because there's always stuff I miss, but, you know, life's more enjoyable that way and so those cultures just don't fit. You know, a lot of corporate and working for someone else. And then with us, like, you know, we try to let the girls in my office, I have three full-time employees. [00:22:20] Derek: And then and then a virtual assistant that, you know, they can speak openly and sometimes that is pretty open and honest with both of us with all of us. Yeah. And can be pretty gruff, but that's what we need. And like I tell them all, I said, "if you think I'm being an idiot, you can tell me I'm an idiot. Just, you know, make sure you have the evidence."  [00:22:37] Jason: How would you describe the culture then in your business? Like everybody has a voice. You mentioned outspoken, you mentioned basically, it sounds like you're willing to take feedback and you know, and I would imagine that allows the business to innovate and move forward much faster than most companies that don't foster environment of feedback or honesty. [00:22:58] Derek: I mean, there's a lot of times the girls in my office are right. They see stuff that I don't see. Yeah.  [00:23:03] Jason: If you're relying on team members, it's really dumb to think you've got all of the best ideas and nobody else is as smart as you.  [00:23:10] Derek: Well, and they, and we all balance each other out. [00:23:12] Derek: Like, you know, as you in your coaching terms I'm the visionary, right? The craziest thing you ever told me when we did the jumpstart.  [00:23:19] Jason: Yeah. [00:23:19] Derek: And I still laugh. For this past year and I wanted to, I brought it up at DoorGrow Live as part of the breakout session. When we did that, you're like, dude, you thrive in chaos. And I'm like, nah, yeah, maybe like, they're like, no, that's your life. And then as I was going through and putting together that breakout session, I'm just like. Jason was right, like is the girls are all stressed and everything. And my wife's like, what is going on? I'm like, this is amazing. [00:23:45] Derek: Like every said, you know, I got to figure out the student housing thing. And then we got this and we got this. And I'm like, this is fantastic. My mind's on overload. I'm going a million miles an hour, and I'm just like, this is great. All well, the girls are like ready to be balled, you know, baller than me pulling their hair out and, you know, and all of this stuff. [00:24:02] Derek: But that's where the balance comes in.  [00:24:04] Derek: And so, because with a visionary, there's certain tendencies that are pretty horrible and self-destructive that I've learned.  [00:24:12] Jason: Yeah.  [00:24:12] Derek: That have, it's been painful lessons over the years. [00:24:16] Derek: Which is why like, we spent the last three years really just cleaning up. Most of the stuff is still cleaning up our database from like eight years ago. That's like, why is not all this information in the property? I was just running, you know, who has time for that? [00:24:29] Derek: And so having that balance has been huge to kind of tone down those different aspects of my personality. So that we can move forward in a way that works and fit that's much better for us, much better for our owners that we work for, and much better for our tenants.  [00:24:50] Jason: Yeah. Well, you know, yeah I definitely can thrive in chaos and I think those that a lot of visionaries that might be like that, that are listening, that, you know, there's a certain amount of chaos that we feel really effective in while the everybody else are like freaking out. Sometimes I call it the Amon principle because like you've got, I was raised Mormon, and in that, there's this story where like, they're running around, freaking out. "We're going to get killed by the king, because the, these bad guys scatter our flocks." And Amon was the one that was like, "Hey. There's chaos. Here's an opportunity. I can create something out of chaos." And that he was able to show up as a leader. And everybody's like, "yeah, we'll do whatever you say because we're all going to die probably." So anything's better than dying. So they're like, let's do what this guy says and instantly is leading a group, even though he is the new guy. [00:25:40] Jason: Those are those in Myers-Briggs that have a P at the end that are listening. Like the raw material of chaos and new ideas and different things allows you to formulate some new thinking and to innovate and to create stuff. [00:25:52] Jason: Whereas those js, they're like, they're the ones that kind of keep us stable and they think inside the box and the box is a nice container and we need those team members that like can keep us a little bit, you know, protected and away from the, a little bit too crazy. And sometimes I jokingly call them the crusher of all hopes and dreams, but they keep us grounded and they keep us connected to reality and they protect the business, and they help us know when we're getting a little too wild, but we're the ones that stretch them outside the box. [00:26:22] Jason: We're the ones that help them lean into new ideas. And so I think depending on what you are as a business owner, we need that alternative. We need somebody that kind of can stretch us into growth or stretch us into maybe constraint and into some guardrails and some protective measures. And having a good planning system eventually and having team members that have a voice, I think is really important. [00:26:48] Jason: So. You built the business and built this culture and in nine years getting to 650 units that's, you know, that's no small feat. That's pretty decent growth. How have you gotten most of the doors up to this point?  [00:27:02] Derek: This is what's crazy. So when I was asked to do that breakout session and Sarah was like, "Hey, you did all this stuff, how did you do it?" And I'm like, I don't know. Yeah. And so we went back and we ran the numbers and so 88% of my growth has come from like my network and just those relationships.  [00:27:22] Jason: They say your network is your net worth, right? Yeah. So,  [00:27:25] Derek: so I mean, current owners expanding their portfolio, which is like awesome, right? [00:27:29] Derek: Because that means you're doing a really good job. They're like, "Hey, I'm comfortable, I want to buy more." [00:27:33] Jason: Yeah.  [00:27:34] Derek: Then they refer their friends. And then just kind of my group of friends that I have and then agents relationships that I've had over the years. Yeah. And so really only like 12% of my business has come from Google over the years, which was eyeopening. [00:27:48] Derek: Yeah. You know, because you hate when I say this phrase, but I don't know any other way like.  [00:27:53] Derek: You know, the really the ethoses of our companies, we just try not to suck. And I'm like, that was like the most—  [00:27:58] Jason: yeah,  [00:27:58] Derek: the best validation of that philosophy. I haven't figured out a better way to say it, to make it more Jason approved. [00:28:06] Derek: But it was awesome. Like, I mean, and so, and it was just validation for all the crazy stuff we've done. Like the owner's conference we do, the owner's gifts.  [00:28:16] Jason: Yeah, you do some unique things.  [00:28:18] Derek: Like just all those different things that it was like, alright, like the craziness worked. Like it was, you know, I have my own way of doing things. [00:28:25] Derek: I have my own way that I view the world. And that was like the best validation ever. Like it was awesome. And it was empowering because it just. You know, it played into my strengths as opposed to making, you know, cold calls and trying to do that way where I'm not as good at. It was a slower growth. [00:28:41] Derek: It was a slower burn. But now it's just— [00:28:44] Jason: now you can build systems for growth and we're working on some stuff with you, which is, which  [00:28:48] Derek: is the step that we're, that I'm on now, so.  [00:28:51] Jason: So, you know, there's a lot of property managers listening that maybe they have maybe more similar personality to you and they're good with people and they can make friends. [00:29:01] Jason: But one of the challenges I've seen with some of these individuals. They get stuck in this thinking as a business owner, that they have to be a business owner and what that looks like, and maybe it's more that corporate environment and they're like, I got to step out of being the guy that's connecting and networking and creating relationships and friends, and I've got to run this business and do all this stuff that's like not even aligned with their personality. [00:29:22] Jason: And so they really, it prevents them from being able to grow and creates a business that makes a miserable job for them. And then there's those listening that are like, "man, I suck at friends. I don't believe that people are awesome, as Derek says. And I just, I'm not into connecting with people," and they need to maybe. [00:29:40] Jason: You know, get a business development manager or salespeople or that like people, that can connect with people to bring in business and that's not their strength, you know? And so I think it's really awesome that you've been able to focus on building a business that you actually enjoy being in where most business owners think they need to build a business to please everybody else. [00:30:01] Derek: Well, and this is really a credit to you, Jason. So, I mean, I've been with you just over a year now.  [00:30:06] Derek: Like I stumbled across you. Yeah. Wow. Yeah, it's  [00:30:09] Jason: been a while. Little while. I didn't realize it's been that long.  [00:30:11] Derek: Yeah. Like, just kind of stumbled across you. because we'd, I had owners tell me like, "Hey, you need to expand up north and manage our properties. It's no longer a question of of if, you can no longer tell me no, it's a matter of when." I'm like, I can't do that, that my mind doesn't work that way. There's a reason I've been telling you no for years.  [00:30:27] Jason: Yeah.  [00:30:28] Derek: And so like we just stumbled across you and you know, I signed on pretty quick. [00:30:33] Derek: Yeah, because, you know, you spoke to me like you understood kind of at a level that I'm like, yeah, you know where I'm at. I understand,  [00:30:39] Jason: I understand your level of crazy for sure.  [00:30:41] Derek: I'm still that, like I'm in parts of the business that I'm not good at. I've pulled back so much and I'm in the process of pulling back more. [00:30:51] Jason: Well, what do you feel like over this year, what are some of the changes that you feel like you've made or that have been beneficial? How did. DoorGrow, me, Sarah, team help. Like what's changed?  [00:31:03] Derek: So one, trusting those that I hire, like I've had amazing staff, you know? [00:31:08] Derek: Yeah. But I'm also like, I need to do this. I'm the owner. And so being able to offload some of that. And so when you look the biggest thing is, you know, we all have certain ways that we think our business needs to look right, certain positions, we need to do this, we need to do that. And you gave me the freedom, and this is going to be kind of counterintuitive, but the time studies. [00:31:32] Jason: Yeah.  [00:31:32] Derek: You know, like was eye opening. because it's like, oh yeah, let's just take that off the girls' plate. Like, they don't like doing that. Why am I having them do that? Like, okay, so where does this need to go? And so being able to shift some stuff and now like now it doesn't matter, like what it looks like. It's based on my current staff. [00:31:51] Derek: And you know what I need and what the business needs. And so now like as I scale, I don't know what it's going to look like and nor do I care.  [00:32:00] Jason: Because you feel like you have a system for figuring out  [00:32:04] Derek: Yeah. Like, I mean, you, I remember you telling me that you know, each progressive time study, you're going to get more mad at yourself. [00:32:13] Derek: And I didn't believe it. because at first I'm like, oh yeah, like I love doing the showing. It's like, no problem. You know, I'll keep the girls in the office. Like, like I said, I love people. So me interacting with people you know, a lease and everything's like, dude, I love this property. [00:32:25] Derek: Like, cool, what do you do? Like, and just be able to like, I want to rent from this guy. And all of that. And then just certain other things. And so then the second time study I did, I was like a little more aggravated. And then the one I did in January with the girls in my office, because I said, we're going to do one and, you know, and kind of get some stuff into place for as we continue to grow and what that needs to look like. My whole thing was like, why am I doing this? He was all like, I was angry. Yeah. And Shaunna, as we're going through this, she goes, "your whole thing's angry." I'm like, "yeah, I'm shocked." [00:32:53] Derek: Like this was the worst thing ever. Like I was pissed. I'm like, why am I still doing showings? This needs to get off my plate.  [00:32:58] Derek: And she's like, you love doing showings? And I'm like, I do, but it's stupid for me to be doing showings. Like it just makes no sense. And so like over time having that and looking at the girls time studies and seeing certain trends, I'm like, okay, like yeah, I've got this. [00:33:13] Derek: I'm like, I have data and we're going to do another one here at the end of June to kind of make our next step because we're looking at another hire that we're trying to figure out exactly. This one will be, honest and frank conversations between me and my staff because I'm like, this is what I think we need and we can have them do. [00:33:28] Derek: And I think this is what they think going to be and well, so it may come to rock paper scissors, we'll see how that how that's decided. But having that time study and realizing. Like systems and people, you know, peoples and processes, right? You can, as long as you have those in place, you can scale.  [00:33:42] Jason: So for those listening, they're like, "time study. Like what? Like tracking your time?" Like could you explain to them the time study process and why it's beneficial?  [00:33:50] Derek: So it's basically every 15 minutes, here's what I did. And was it, you know, was I interrupted? Is this something I enjoy doing? Is this something I don't enjoy doing? Yeah. And so you can learn, you know, how to minimize the interruptions, you know, if there's certain things. [00:34:04] Derek: And then, you know, how do you get some stuff that you don't enjoy doing as much? You know, there's always the nature of it. There's always going to be things you don't enjoy doing, right? Yeah. But if you can kind of farm those off and then let those focus on. You know, those that are, be good at that be able to take that on because they actually enjoy doing that. [00:34:24] Derek: I think you described it to me like, because it was like, this doesn't make any sense. You're like, how many plumbers are there in the world and they love it.  [00:34:32] Jason: Yeah,  [00:34:33] Derek: they love swimming in the muck and here's what it is and they make good money with it. And I'm like, that makes sense to me. Like it just, it's, I'm like, oh yeah, there are a lot of plumbers. [00:34:40] Derek: Yeah, there,  [00:34:41] Jason: there's people that love doing everything that you don't enjoy doing. There's somebody out there that loves doing that and I think the time study, the purpose of it, isn't just to see where your time goes, there is that advantage, but it's really to figure out, not just time, but it's to figure out energy, like which things are giving you life, which things are taking it away? [00:34:59] Jason: What are the plus signs? What are the minus signs? And I love that you're already having team members do it because if you want to keep team members, and keep them happy and have really good culture and really good team, you want to move them towards their areas of genius, the things that they're naturally inclined to be great at in their personality. [00:35:15] Derek: Well, and it also like the way we did it, I had, I promised the girls, I said, I'm not looking at what you're doing. I know you're doing your job.  [00:35:21] Jason: Yeah.  [00:35:22] Derek: And they had all come from a corporate environment, so when they're hearing time studies, they like, there was huge fear. [00:35:27] Derek: There's a reason it was took nine months after I hired you, before I was finally like, you need to do this, right? Like, I'm going to die on this sword and you're going to have to trust me that I'm not looking at going, "Hey, like why are you doing this instead of you doing this?" and so when I went to with Shaunna, like I looked at it and we went through, I was like, man, we're taking a lot of phone calls. [00:35:48] Derek: Is there ways we can do that? And not that we had to make out actions on any of that right now, but it's like it started the conversation that now even six months later are starting to come to fruition that, that look, hey, like we are still dealing with a lot of this. We're dealing with a lot of this. Is there ways we can do this? [00:36:04] Derek: Things that I've put on the back burner for years, I'm like, I really need to look into this. That, like, looking at it, I'm like, oh yeah, this is like crisis. Like I've failed my staff, right?  [00:36:14] Jason: Yeah.  [00:36:15] Derek: And so kind of put some of those solutions in place and get answers for them and make things like that work. [00:36:19] Derek: So it was eyeopening, but it doesn't really. You don't matter how it looks. I mean, so like, I joke all the time, you know, at one point in time my office staff, because you're used to, when you hear property management, like, oh, you have a leasing agent, you have a maintenance coordinator, you have, you know, your office manager and the grocery, oh, you have a regional manager. [00:36:39] Derek: My staff at one point in time was a student life coordinator, a housing advocate, and an office queen. That was her technical term. Right. We even gave her a crown. When I went to London, I found a shirt that had a queen. And so like, we got her that, right. It was, it was on her business cards and everything. [00:36:54] Derek: Okay. But it doesn't matter. Like, and titles don't matter. Like, it's just a matter of putting them in the position to where they and the business can succeed.  [00:37:04] Jason: I mean, really a lot of business owners are trying to optimize their team through micromanagement and through KPIs and through metrics and trying to force them to perform better. [00:37:14] Jason: And our philosophy at DoorGrow is quite different. Like we're basically by doing time studies and by setting really good culture and establishing that we're optimizing based on personalities. Which is fundamentally way more effective. And so your business from the ground up is becoming more and more optimized based on your talent and they're able to perform at a much higher level. [00:37:37] Jason: Also, by doing the time studies you had mentioned getting clear on interruptions. Interruptions of that hidden thief in a property management business I talk about. And so by getting your team conscious of these interruptions and taking a fresh look at them. Do they need to happen? Most property management companies give their tenants and their owners a completely blank check to steal their money, steal profitability, and to increase operational costs. [00:38:01] Jason: They're like, call us anytime. And they just think, "we just got to add more staff and more phones and more everything." And so by your team doing time studies, they're becoming aware of interruptions, interrupting each other, interrupting you, like all that. They're starting to become conscious that this—  [00:38:16] Derek: or me interrupting them. [00:38:18] Jason: Yes.  [00:38:18] Derek: Like that came out. I'm like,  [00:38:20] Jason: Derek interrupted me five times on my time study. What the hell, Derek, why? Like, why can't, that came up quite a bit. Let's find another system, right? because there's Derek's sneaker net in the office walking in, interrupting, and you know. Yeah. So taking away Derek's blank check to disrupt his own team maybe. [00:38:39] Derek: Yeah. That's when we build a new office it's mandatory that I have my own space. Right now we have an open concept.  [00:38:45] Jason: Right? I've had clients after doing time studies that start working from home and their office performance goes up because they're not screwing everything up all the time. [00:38:53] Derek: That's now that my son's moved out, that's in the works myself too, so.  [00:38:57] Jason: Okay. Yeah. So, so it sounds like a big thing that you've gotten so far in DoorGrow is just more and more clarity. And so you can make better decisions as a team.  [00:39:07] Derek: Well, and confidence. I didn't know what I was going to be doing like when we were looking to make that leap, I'm like, Hey, I pretty much told I have to, so I have to figure this out, you know, to manage Northern Utah. And now like, we kind of laugh because it's like, okay, we did that and now it's just here's what we require for other parts of the state. [00:39:27] Derek: And having done it once we're kind of like, why the hell not? Like, what's next? That's been eyeopening. And then the other thing that's awesome. I mean, so I mean you got a network of the other property managers that you can use their brain and they can use yours and brainstorm and I mean that was the magic of DoorGrow Live a couple weeks ago. [00:39:46] Jason: Yeah.  [00:39:46] Derek: Being able to network and visit with 40 other property managers and be able to just kind of hear their pains and brainstorm and  [00:39:53] Jason: Yeah.  [00:39:53] Derek: You know, I learned just as much from those that had 25 units as those that were larger. I mean, and everyone had an attitude of learning. I mean, one of the best meetings ever is like, so we had a breakfast that Sunday morning, Ed and Sylvie and I, and all three of us were just like. [00:40:09] Derek: And Sylvie's like, I mean, she's a small, Ed's over 300 and has done it all and seen it all. And I'm at 600 and we're just like sitting there taking notes with what Sylvie was saying, like, we're like, that's genius. You know? Yeah. And and so just learning kind of where everyone else is at and understanding you can learn things from other people like, and it,  [00:40:26] Jason: yeah. [00:40:26] Jason: Sylvie's super sharp and I mean, she's just starting her property management business. But she's worked with coaches and mentors that I've been around that like were in high ticket masterminds and different things. Like her mindset is different and so everybody's bringing different things to the table. [00:40:42] Jason: Like you said, you can't just judge them based off door count. Some people are bringing some amazing things to the table. I think also, you know, we at DoorGrow, we attract a different breed of property managers. Like these are growth-minded people. It's very different. They're kind of the cream of the crop of the industry. [00:40:58] Jason: They're unique people that would invest money into their personal growth and personal development and into improving the business and be willing to take feedback and ideas from outside themselves, from a coach.  [00:41:10] Derek: And it's crazy at the time they're doing it. I'm like, man, I wish, I mean, that's ballsy. You're like, I'm at 50 units and I'm going to spend this much in a coach. Now it's money well spent. I'm like, I would've saved myself a whole lot of time and hassle had I done that. You know, so it's like it's a genius. We help them get an ROI,  [00:41:25] Jason: they can afford us, that's for sure.  [00:41:27] Derek: Yeah. I'm like, that's, that's gutsy. [00:41:29] Jason: Yeah. Some people are, they're really gutsy. But I think on the surface it may seem gutsy, but what I've noticed is I also get a lot of people coming to me that have bought into franchises that have really struggled. They've spent tons of money and they've really struggled, and sometimes for years, and I'm like, we could have solved this stuff like in a quarter, like we could have solved so many of these problems or helped them figure out how to grow so much quicker and they've just struggled with bad ideas and bad advice and not growing and, you know, or just so much stress and all of this stuff is so solvable and, you know, and I was that hardheaded guy in the past where I was like I can do everything myself and I'm a smart guy and I can watch YouTube videos and do courses and read books and but once I started investing in myself and realizing I sucked and I couldn't. I was hitting limits because of, you know, just who I was at the time. [00:42:24] Jason: I needed mentors and coaches to help me collapse time. Like it just reduced the amount of time wasting and experimentation because I mean, all of our clients are smart. I think they're all smart. All of them could figure out everything eventually, but, you know, it could take a decade longer. Like you can collapse a decade into a year if somebody just said, "Hey, I've tried that stuff. That doesn't work. Do this." And that's my shameless plug or competitive advantage is I've been able to see inside probably thousands of property management companies and see what doesn't work and what does work. And I'm not in the fire, like I'm objective. I'm not attached to any particular ideas. And so, you know, and I think that's the thing is I'm like, well, I've seen this and this. You could try that, but here's what will probably happen. [00:43:12] Jason: And I'm usually right because I've just seen, I've got so much data to work with. You mentioned confidence and I've, this is something I've noticed in you, Derek. I feel like you've shifted a lot over this last year in terms of confidence, just going from where you were when we first had our first conversation to you presenting to a group at DoorGrowLive and talking. [00:43:32] Jason: What have you noticed in the stuff that you've been working on in yourself and with your team in your own shift in confidence? Or have you seen this?  [00:43:42] Derek: I think clarity is what it is. Like. because I mean, I'm a control freak in so many ways, right? [00:43:48] Derek: It's my business and— Yeah. And I laugh because I'm not, unless it comes to my branding, I'm not OCD enough to be a control freak.  [00:43:58] Jason: Yeah.  [00:43:59] Derek: My branding, it's a completely different thing. Like I am like the crazy stuff I do. I'm like, it speaks, it has to be me. And I'm pretty anal retentive, and it's just a completely different beast. [00:44:09] Derek: Like, but as far as my business, I was such a control freak. And to be able to let that go so that I can be like, oh yeah this is what I enjoy. This is what I need to focus on. I care about that stuff. But that's a Shaunna and I can like, and then like recognizing certain things like now in the employees because— I recognize where we're at, like how do we jump in, you know, to kind of, to help. But the more I've gotten out of the day to day actually, the better the business has gotten because I can focus on the more higher level vision stuff. [00:44:43] Derek: And here's what it looks like. I, like I tell as I explain to people, I say I hate puzzles, but I'm really good at putting together the border and finding the like pieces and going, okay, these are all the pieces that go to the car. This goes to the bush. There may be some tree pieces in there like in the bush. [00:45:05] Derek: because you know you're just going. But I'm really good at that and kind of getting it close and seeing where things need to be. And that's my talent. I'm not good at spending the time to finish the puzzle. I enjoy the puzzle when it's done. Like, because, oh, that's beautiful, right? But getting in there, like, but I love gathering the like stuff. [00:45:28] Derek: I'm going, okay, here's this. Like, here's what you need. You know?  [00:45:32] Derek: There's this tech that I think can solve this problem. Holy crap. Like this is next level stuff. I can see that future and I can make those pivots. Yeah. And I can see those more clearly now as I've gotten out of the day to day. And that's where that additional confidence from. [00:45:45] Derek: because I'm like, you know, before I'm like, can I do this now? I'm like, why the hell not? Like it's just, and I've done enough crazy things that I've had some basic confidence, but. I mean, when I came to you, I've had the crap beat out of me for like three straight years. because of the growth and trying to clean up the book, like so much cleanup because I was an like, I was just an idiot and didn't have the systems and processes in place. [00:46:06] Derek: And so now that those are still, and we're still building them and still, you know, tweaking them and figuring them out, but that's where I'm like, cool. I can do a lot cooler stuff for us that I love, you know, that are important to me as opposed to being in the day to day. And I never really, like, I laugh because I told you, I said I do enough research that when I do the crazy stuff, it doesn't feel crazy. For me, when we made that leap up north, it's like there's now just kind of these moments that I'm like, that was crazy. Like I, we went to the Utah Apartment Association or Utah, sorry, rental Housing Association conference.  [00:46:41] Derek: And I'm talking to people like, oh, you're in Cedar City. Like, what are you doing up here? [00:46:45] Derek: Oh, like, I had to come, I came up here for a week for this and. You know, I had to work on my properties up here and they're like looking at me like, wait, hold on, you're managing stuff up here and you're based out of there. Yeah. I mean, we have two listings, 300 miles apart and that's all sudden. I'm like, that's kind of crazy. [00:47:00] Jason: Yeah.  [00:47:00] Derek: That's kind of insane, but it's just like, it just feels natural to me to where I'm like, unless you break it down like that, it just doesn't feel that crazy for me. Like, here's what it is. We got lucky on a few things and now like putting systems in place that I can continue to expand, know, where I want to expand. [00:47:15] Derek: And it's just like, yeah, we can make this happen. And that's more what we've, where I've gotten out of it. I always kind of had the crazy confidence to do crazy stuff. Now it's just like, oh, my business is no longer beating the crap out of me at the same level. And I can focus on what I enjoy. [00:47:29] Derek: Yeah.  [00:47:30] Jason: Well, I think that's maybe a good point to wrap up on is I think really it's been about helping you understand just yourself and helping you understand you so that you can build that business of your dreams. You can build the team around you that supports you. I mean, even from the very beginning and in the onboarding training, this is why I make sure that everybody's clear on the idea of the four reasons. Some of you maybe have heard me talk about on the podcast, I have a video on visionary versus operators, so they can kind of identify themselves and the more clarity we can give you on yourself and then doing time studies and figuring out your personality, then we can start to build the team and the business around you and get you out of those things. [00:48:08] Jason: And I find entrepreneurs make good decisions once they have better information. And the best information you can have is to really have clarity on yourself.  [00:48:15] Derek: I a hundred percent agree.  [00:48:17] Jason: So I'm really excited to see what you do over the next year or two. Like, I think you're going to have some big changes and some big shifts, and your business is just getting started. [00:48:26] Jason: I think you guys could easily be over a thousand units in the next year or two if you guys really put the pedal to that.  [00:48:31] Derek: That's open conversation in our office, which in the past, any of those conversations would've led to any of us being pelted with whatever was on their desk at the time. [00:48:41] Derek: And now it's just this is happening. What does it look like? I mean, and that's what's funny is like it's just really, we're just like, okay,  [00:48:46] Jason: there's kind of a new reality floating around in the office for  [00:48:48] Derek: the future. Well, it's a reality we already dealt with. Now we've just owned it and we're no longer fighting it at the same level that we used to. [00:48:55] Derek: Yeah. because we're getting stuff in place and you know, trying to minimize the chaos that is always there in property management. Anyways.  [00:49:03] Jason: Cool. Well, to wrap up, any parting words you would say to property managers that maybe were dealing with similar challenges of chaos or where you were at when you first came to us? Or, you know, something you want to say those listening that have property management businesses that might be struggling.  [00:49:21] Derek: You know, relationships matter. Like, they really do. I mean, like I said, that's how I built my business. That's how a lot of the stuff we've been able to do with the tenants and some of that focus that we've done, like those relationships matter. [00:49:31] Derek: People are people and they deserve to be treated as such, so, and it makes a huge difference.  [00:49:36] Jason: I, yeah, I think that would help every property management company's growth is just start to view people through a more positive lens and focus on relationships. Love it. Cool. Great. Parting words. [00:49:48] Jason: Derek, appreciate you coming out and hanging out with us on the DoorGrow Show. Do you want anyone to connect with you in any way or like any social media or anything?  [00:49:58] Derek: Best thing? Go to our website, netgainpm.com, N-E-T-G-A-I-N pm for property management.com. Yeah.  [00:50:05] Jason: And Derek, you're doing really cool stuff. [00:50:07] Jason: I love that you're kind of out of the box thinking and the stuff that you're doing to make things fun in your business. And like you mentioned, you do an owner conference where you have your owners and you do this virtually and you do some cool stuff. So it's exciting to watch you and I'm excited to see what you do over the next couple of years. [00:50:22] Jason: So it'd be awesome. So, sounds great. All right, thank you.  [00:50:26] Jason: So for those that are listening, if you are stuck. Or feel stagnant and you want to take your property management business to the next level, we would be honored to help. Reach out to us at doorgrow.com. Also, join our free Facebook community. We've got cool people in there like Derek, that are helpful just for property management business owners at doorgrowclub.com. [00:50:49] Jason: And if you found this even a little bit helpful, don't forget to subscribe and leave us a positive or review wherever you found this. We'd really appreciate it. And until next time, remember, the slowest path to growth is to do it alone, so let's grow together. Bye everyone. 

Guests this episode include Joe Ross, Service Improvement Manager who provides real insight of how the sector is already tackling stigma and shares his thoughts on the "right to buy" policy as a catalyst for the negative perception of social housing. Rick Liddiment, Head of External Affairs, Flagship, along with Dr. Mercy Denedo, Durham University and Professor Amanze Ejiogu, Sheffield Hallam University bring us insight from their extensive research and propose actions the housing sector can take to challenge organisational stigma. We explore the real cause of stigma, its impact on people living in social housing and what can be done to challenge it? 

The No 28 bus cancellation, Housing Association plans, English GP call back, 20 mph speed limit, student finances idea, taxation strategy & new Organ Donation Act public event. It's Mannin Line with Andy Wint - Tuesday 22nd April 2025

Ffrancon is the former Group Chief Executive of Adra, North Wales' largest Housing Association, and throughout his career has successfully implemented effective change management and organisational culture change across various industry sectors. Ffrancon also offers expertise as an executive coach and facilitator, and contributes strategically in NED positions So, who best to discuss the important step of transitioning from a CEO to a Portfolio Advisor?Duration: 25:20Connect with Ffrancon:LinkedIn: linkedin.com/in/ffranconwilliamsConnect with The Executive Mindset:Website: www.theexecutivemindset.co.ukEmail: theexecutivemindset@sagegreen.comFollow us:LinkedIn: @TheExecutive MindsetFacebook: @ExecutiveMindsetCoachingTwitter: @TheExecMind

Send us a textI chatted to Rob Beiley, a Partner at law firm Trowers & Hamlins with over 20 years of experience in the affordable housing sector.Rob advises housing associations, local authorities, developers and institutional investors on topics including corporate governance, housing finance, development and structuring.He's also a board member of the Housing & Finance Institute, Chair of the British Property Federation's Affordable Housing group and a contributor to Inside Housing and the BBC on topics like council-led housing initiatives and the rise of local authority housing companies.We covered:What are the different types of Social Housing and who is involved in delivering itA potted history of Social Housing, including large-scale stock transfers and the growth of the Housing Association sector under the Conservatives and New Labour administrations in the 1990s and the early 2000sHow investment in Social Housing has evolved over the years, and what kind of returns investors can expect Guest website: https://www.trowers.com/ Guest LinkedIn: https://www.linkedin.com/in/robert-beiley-8a906944/Host LinkedIn: https://www.linkedin.com/in/annaclareharper/Host website: https://www.greenresi.com/

A disabled pensioner has had to abandon his housing association home for the over 55s after a large chunk of the ceiling in his living room collapsed.The KentOnline podcast has heard the disaster is only the latest in a long line of maintenance failures at his flat near Maidstone by his social housing landlord, Anchor Hanover Housing.Also in today's podcast, a screw head, a throat pack and swabs are some of the 37 items reportedly left behind in patients after surgery at Kent's hospitals.The new data reveals the number of clinical claims and incidents at the county's hospitals relating to a “retained instrument post-operation” or a “foreign body left in situ”.A hygiene inspector who discovered a “completely dry” hand basin at an all-you-can-eat buffet told staff they must wash their hands after using the toilet.The environmental health expert also found unsealed raw meat in a fridge, mouldy walls, and a grease build-up during an inspection at the Ashford restaurant. You can also hear about a loft insulation surveyor who stole highly valuable jewellery from the homes of elderly and vulnerable customers out of "heartless greed".The thief's been branded a "disgrace" by a judge for his "mean and callous" crimes committed over three months last year.And it's crunch time for the most significant transformation of a Kent town in decades with a planning decision set to be made next week.Councillors will determine whether controversial plans for Folkestone harbour can go ahead.

A group of neighbours have criticised a housing association after being told to remove garden furniture used as a 'wellbeing hub'.Orbit Housing owns properties in Hopeville Avenue, Broadstairs and says the seating is a trip hazard and a misuse of a communal area. Hear from one of the residents who says gathering with friends is good for their mental health.Also in today's podcast, staff at a Kent prison have revealed the impact of overcrowding as 1,100 more inmates are released early across England and Wales.The government has launched a review to look at tougher punishments outside of jail to try and tackle the issue.The M25 is back open after a huge lorry fire closed part of the motorway in Kent for around 30 hours. One of the tunnels at the Dartford Crossing is also back open after a spillage meant it had to be resurfaced. We've had an explanation from National Highways.An Ashford man says he's 'sick and tired' of land outside his house being over run with weeds.Andrew Baynes has lived at the property in Newlands for 24 years and claims the county council won't clear the area - despite regular calls over a number of years. Hear from him and the response from KCC.A Chatham nurse who was told the pain she was suffering was 'all in her head' has taken to socials to share her struggles with endometriosis.Nicole Scott was finally told she had the condition after fighting for a year to get answers.A footballer who was racially abused by a Gillingham fan last season has spoken out about the impact it had.Omar Bogle was playing for Newport County when someone in the crowd made an offensive gesture towards him. He's part of the EFL's Together Against Racism campaign.A group of women, including former MP Dame Tracey Crouch, who climbed Mount Kilimanjaro for charity have been to Maidstone hospital to see what the money they raised has been spent on.£150,000 was donated to Breast Cancer Kent for a machine that can do a mammogram on samples in the operating theatre.And in sport, Gillingham will be hoping to end their losing streak as they host Newport County later.Four defeats in a row have left the Gills sixth in the league two table.

Cedi Frederick is Chair of NHS Kent & Medway and the Centre for Healthy & Empowered Communities, and NED at Sage Homes and Impact Healthcare REIT plc. Tune in to hear his answers to: What does work on a housing association board involve? (0:47) Practically, how does the Sage Homes board add value? (4:50) What risks do you worry about most on Housing Association boards? (9:38) What are the rewards of being on a Housing Association board? (12:46) What are your key areas of focus on NHS Trust boards? (15:10) Does the government need to spend more on healthcare? (19:01) What advice do you have for people with commercial backgrounds who want to join NHS Trust boards? (22:55) Have you ever felt discrimination in the boardroom? (26:27) Where have you seen the most positive impact of diversity? (28:28) ⚡The Lightning Round ⚡(31:19)  Show notes and transcript available at https://www.nurole.com/news-and-guides

Cecil Smith, president and CEO of the Minnesota Multi Housing Association, talks to F&C reporter Brian Johnson. Smith talks about opportunities and challenges in multifamily development and operations.

On the phone-in today: Automotive expert, Doug Bethune, answers questions on car troubles. And off the top of the show, we speak with Trish McCourt from the Nova Scotia Non-profit Housing Association about the federal government's announcement on using federal land for affordable housing projects.

In “Minnie Bell's Feeds the Fillmore's Soul,” Gravy producer Sarah Jessee takes listeners to the spring 2024 opening of Minnie Bell's Soul Movement in San Francisco's Fillmore District, where chef Fernay McPherson—and her food—have come home.   McPherson's family came to the Fillmore from Texas in the 1960s, as part of the Second Great Migration that brought African Americans from the South to cities across the U.S. When those families migrated, their recipes did, too.   McPherson learned to cook from her great aunt and grandmother Minnie and Lillie Bell, the restaurant's namesakes. In 2011, she joined La Cocina, a culinary incubator for women who want to open their own restaurants. Since then, fans of McPherson's signature rosemary fried chicken and macaroni and cheese have followed her from her first food truck in 2013, to her pop-up in an East Bay food court, and now, to her new brick-and-mortar restaurant in the neighborhood she's always called home.   Between 1935 and 1945, the Black population in San Francisco grew by 600%. The growth continued until urban renewal brought it to a halt, just as McPherson's family was settling into the area. Beginning in the 1960s, the San Francisco Planning and Housing Association bulldozed entire sections of the Fillmore, taking parts of the neighborhood's vibrant, close-knit community along with it.   In this episode, Jessee speaks to McPherson all about her culinary journey, family history, and how she learned to cook in a way that honors her roots. She also interviews Fernay's father, Darnay McPherson, who tells how the Fillmore has changed over time, and how its Black culture has been erased. We also hear how friends and fans are welcoming her back home. With Minnie Bell's return to the neighborhood, McPherson wants to see—finally—a long-promised renaissance in the Fillmore. And it's already in motion: as of July 2024, Minnie Bell's was added to the San Francisco Chronicle's “Best of SF” list. Learn more about your ad choices. Visit megaphone.fm/adchoices

In the second part of the ChangeMakers episode, Katie Goar and Denise Muha discuss current policy objectives, including efforts to increase tax credit allocations for affordable housing and potential legislation to provide housing authorities more flexibility. Denise explains how the National Leased Housing Association (NLHA) manages its diverse membership, bridging public and private sector interests to enhance its credibility in housing advocacy. They touch on the growing awareness of affordable housing issues among policymakers and the general public. Denise shares insights on the NLHA Education Fund, which provides scholarships to residents of assisted rental housing, highlighting success stories and the program's impact. The episode concludes with a discussion of the longstanding partnership between NLHA and Quadel, emphasizing the importance of collaboration in advancing affordable housing initiatives.

Send us a Text Message.I chatted with Elizabeth Froude, Group Chief Executive of Platform Housing Group, one of the largest Housing Associations in the Midlands with 49,000 homes as part of a collaboration with UKREiiF (The UK's Real Estate and Infrastructure Forum).We talked about topics including:How to attract institutional capital to decarbonise existing social housing stock when the substantial upfront capital required doesn't always result in higher rents (e.g. where rents are capped)What is the benefit to the exchequer of spending on social housingHow is Social Housing being used to catalyse supply chains for retrofitGuest website: https://www.platformhg.com/ Guest LinkedIn: https://www.linkedin.com/in/elizabeth-froude-43b40262/Host LinkedIn: https://www.linkedin.com/in/annaclareharper/Host website: https://www.greenresi.com/

In this episode of ChangeMakers, Katie Goar is joined by Denise Muha, Executive Director of the National Leased Housing Association, who brings over three decades of experience shaping affordable housing policies. Denise reflects on the evolution of the industry since the 1980s, discussing her journey as one of the first women leaders in the field and how technology and political polarization have transformed advocacy work. She shares insights from her experiences testifying before Congressional committees and influencing landmark housing legislation. The conversation delves into pressing current issues, including the affordable housing insurance crisis and debates over tenant background checks. Listeners will gain valuable perspective on the past, present, and future of affordable housing policy from one of the field's most experienced and influential voices.

On the phone-in: Michael Haynes in NS and James Donald in NB share their top suggestions for great hikes in the Maritimes. They also answer all your questions. Off the top of the show, we speak with Michael Kabalen from the Affordable Housing Association of Nova Scotia. And the CBC's Josefa Cameron on PEI tells us about "speed friending" at Pride PEI.

In this episode of The MHP Broker's Tips and Tricks podcast, Maxwell Baker, president of The Mobile Home Park Broker, interviewed PA Manufactured Housing Association President Mary Gaiski about key issues for park owners and investors in her state. This and every Tips and Tricks podcast episode is brought to you by The MHP Broker's'  proprietary Community Price Maximizer. Use this four-step system to get the highest price possible for your mobile home park or RV community when you sell it through The MHP Broker. Guaranteed. Ask Max for details. Here Are the Show Highlights: -        Mary has been a member of the PA Manufactured Home Association since 1986. The association will celebrate its 75th anniversary next year. (Mary, 1:20) -        Mary has been in the industry since 1978, As a state, Pennsylvania is quite active in manufactured home manufacturing, with 11 factories exporting homes to several nearby states, especially in the north. (Mary, 1:35) -        PA also has 30 to 40 retailers selling homes to residents, and over 2,200 mobile home communities, including the very smallest. (Mary, 2:20) -        That includes a number of parks below what Max thinks of as investment grade for buyers' purposes. The MHP Broker data report finds about 1,000 parks in the state that are mid-size to larger. (Max, 3:42) -        Waves of investors have already bought many of the larger parks in the state, and now they're starting to buy the mom and pop-size parks too. A single investor might typically buy several parks within a geographic region to achieve dominance. (Mary, 4:34) -        Many of these smaller parks have fallen below market rents over the years, so the new owners immediately raise rents, which gets them in conflict with the state over issues such as rent control and right of first refusal, whereby tenants have the right to buy their communities before sales to outside investors. (Mary, 5:30) -        Max has seen similar legislation enacted in Virginia, in that tenants have 90 days or so after a proposed sale to determine if they want to buy their communities. (Max,6:06) -        In Pennsylvania, legislators want to give residents as long as 365 days to decide first refusal, which would be crippling for park buyers and sellers. (Mary, 7:16) -        Most regulations in the state are at the state or the local levels. (Mary, 12:41) -        The state is basically divided into three geographic areas in terms of regulatory environment. The southeast park is the most progressive, and therefore most aggressively regulate. Central PA has some local communities that are aggressive in terms of regulations, and some others that aren't. The western part o the state is the least regulated, and park owners there are hoping things stay that way. (Mary, 14:44) -        Like elsewhere in the U.S., PA suffers from the aging of the mobile home moving industry. As movers retire, fewer take their place. Home installers, service and repair people are also in short supply in PA. (Mary, 16:14) -        Less than ten percent of mobile homes are moved from one park to another in the state. (Mary, 17:17) -        Mary Gaiski of the PA Manufactured Home Association can be reached at (717) 774-3440 or Mary@PMHA.org. (Mary, 19:35) Want to know more about the ordinances and regulations that affect mobile home park ownership in your state or locale? Just reach out to Max Baker, president of The Mobile Home Park Broker, (678) 932-0200. Power Quotes in This Episode: “About 70 percent of the homes built in the Commonwealth are shipped out (of the state)(Mary, 2:20) “The mom and pops weren't very big on keeping rents at market rate or worrying about all of that. So, these communities are being sold with rents well below market rate and because of that, it has left us right for having to address issues such as rent control, or  right of first refusal and we've been seeing a lot of that in our legislative halls this year.” (Mary, 5:30) “There's no other business out there in the Commonwealth, or probably even in then nation, that you're going to give their customers a whole year to determine if they can sell their community, you know, sell the business. Because, you know, that's the sad part. They don't look at these as businesses. And sadly, they are. I mean, they have an income and expense statement(Mary, 8:23)

The future is in Andreas, Wayne's gas bill situation, Charles Guard on the Douglas sea wall, Housing Association questions, losing Barclaycard & our lack of national ambition. It's Mannin Line with Andy Wint #iom #manninline #manxradio

David Ashford MHK takes calls and questions on the proposed Housing Association, Willaston pathway, domestic heat pumps, planning process & the nervous cat. It's Mannin Line with Andy Wint #iom #manninline #manxradio

Taking the Bishop's vote away, chances of a housing association, importance of Manx language, big netball tournament underway, expect bad 'flu this winter & 350 calls to Crimestoppers. It's Update with Andy Wint #iom #news #manxradio

There are so many questions about housing, including this one: Whatever happened to co-operative housing? A meeting in Mount Pearl Wednesday night indicates it's still a thing... a big thing. We sit down for a chat with the property & project manager at CHANAL - the Co-operative Housing Association of Newfoundland & Labrador. (Anthony Germain with Rosalind Langer)

I sit down with the Oregon Manufactured Housing Association after a legislative event in Salem Orgon with nearly all of our manufactured housing manufacturers in my area. In the day to day business these professionals are hard competitors but they came together to discuss how they can be helping our communities as a whole to better serve people that need affordable housing. In this episode we sit down with Kevin McShane, Generam Manager for Fleetwood Homes in Woodbrun Oregon, Ben Roche, the District Sales Manager of Palm Harbor Homes, Tim Schweitzer, Clayton Homes Sales Manager and a great supporter of Around the House Brent Heckman, Skyline Homes Divison Sales/Marketing to discuss where the industry is today. A special Thanks to Jody Lyon the Executive Director of the Oregon Manufactured Housing Assoication and her team that helped put this event and broadcast together for us. Thanks for listening to Around the house if you want to hear more please subscribe so you get notified of the latest episode as it posts at https://around-the-house-with-e.captivate.fm/listenIf you want to join the Around the House Insider for access to the back catalog, Exclusive Content and a direct email to Eric G and access to the show early https://around-the-house-with-e.captivate.fm/support We love comments and we would love reviews on how this information has helped you on your house! Thanks for listening! For more information about the show head to https://aroundthehouseonline.com/ Information given on the Around the House Show should not be considered construction or design advice for your specific project, nor is it intended to replace consulting at your home or jobsite by a building professional. The views and opinions expressed by those interviewed on the podcast are those of the guests and do not necessarily reflect the views and opinions of the Around the House Show. Mentioned in this episode:Join Around the House Insider for exclusive content and early access. To join the Around the House Insider Exclusive Access head to this link to subscribe and gain access to the weekend show early, to get exclusive content and our back catalog. https://around-the-house-with-e.captivate.fm/support Around the House Insider

New research has found that one in five people are paying for essentials - like food and household bills - by borrowing on Buy Now, Pay Later. A report from The Money and Pensions Service says more than ten million people now use it and claims around 40% of people they surveyed were managing their repayments badly including turning to credit cards, savings or overdrafts to pay it back. Millions of pounds could be saved every year by building more homes that are accessible to people in wheelchairs - that's the conclusion of a report by the London School of Economics and the Housing Association, Habinteg. It looked into the financial costs and benefits of building more accessible homes for people who need them. The number of wheelchair users living in unsuitable homes across the UK is estimated to be more than 400,000. Dan Whitworth visits Kenilworth to meet Georgia and her family for a tour of their partly accessible home. The government is currently considering ways it could change pensions in the UK to drive better outcomes for savers. Part of this includes a call for evidence looking at how defined benefit schemes might be invested differently. One idea is to make it easier for private sector employers to access tens of billions of pounds of surplus funds that have built up in their pension schemes. The Department for Work and Pensions says "the direction of future policy is not yet decided.” Tom Selby from AJ Bell explores this idea. Presenter: Paul Lewis Reporters: Dan Whitworth and Sarah Rogers Researcher: Sandra Hardial Editor: Jess Quayle (First broadcast 12pm, Saturday 2nd September) 00:00 Introduction 00:41 Buy Now Pay Later 07:25 Accessible Homes 15:41 Self-Assessment Tax Helpline 17:02 Defined Benefit Pensions

Ramsey South Beach, Manx Housing Association outlook, airport opening times, Electoral Commission, Peel Post Office relocation & congratulations Patrick Commissioner Richard Jones. It's Mannin Line with Andy Wint #iom #manninline #manxradio

As our region looks to increase housing options to give our growing workforce and families a place to call home, it's not always single family homes that help fulfill those needs. Denise Hanzlik, Executive Director of South Dakota Multi-Housing Association joins SMGA's Miranda Basye and Sheldon Jensen to discuss the pillars of advocacy and education. Denise also supports the Dell Rapids, SD community in her role as a city councilor. Learn more about supporting the Sioux Metro's housing needs, small town living, and some of Denise's favorite hidden gems in this episode of Growing Places!Denise's Hidden Gems:Order a coffee and treat at LaDelle and Fourth!Bowling, food and drinks at Pinz!Nature walks along the river.

Our host, Kelsie Heermans speaks with David Schless, CEO of American Seniors Housing Association.The discussion today focuses on ASHA, its mission, and its efforts to influence legislation at the federal level. Dave also shares his perspective regarding the current senior housing market. Listen in today.

Following a Cambridge University Land Society and Joseph Rowntree Foundation event on housing policy, Emma Fletcher and I were asked to write a paper detailing a realistic vision for the UK housing market, and what policies could be used to achieve that vision. Emma is a Development Director at Hyde, a Housing Association responsible for 50,000 homes, and Chair of Swaffham Prior Community Land Trust, which created the first village-wide renewable energy system in the UK. The paper is being published this week, and includes an overall vision, as well as tenure-specific objectives and policy recommendations.  Points include: The impact of short termism and vested interests on housing market inequalities  The problem with focusing on new homes, since 80% of the homes we use in 2050 are already built Policy ideas such as how to incentivise downsizing, for reasons including the fact that 3.6 million homes across the country owned by over 65s have at least two spare rooms. Guest website: https://www.hyde-housing.co.uk/ Guest LinkedIn: https://www.linkedin.com/in/emmafletchercambridge/ Host website: annaclareharper.com  Host LinkedIn: https://www.linkedin.com/in/annaclareharper/

Are leadership and management the same thing? Can great leaders be great managers? What are the traits that you need to be great at both? Ffrancon Williams is the Chief Executive of Adra, the largest Housing Association in North Wales with approximately 6400 homes in management. He has a wealth of experience in management across a range of industries from Local Government sectors to manufacturing and infrastructure management sectors. So, who better to join Graham to delve deeper into this important topic?Duration: 39 min 28 secWebsite: www.theexecutivemindset.co.ukEmail: theexecutivemindset@sagegreen.comADRA: www.adra.co.ukFollow us:LinkedIn: @TheExecutive MindsetFacebook: @ExecutiveMindsetCoachingTwitter: @TheExecMindSee our website for privacy policy theexecutivemindset.co.uk/privacy-policy

We are rethinking regeneration. In this new series we are speaking to experts who are leading the way in regen across the UK. In this episode our Senior Partner Sara Bailey talks to Mary Parsons, Regeneration and Partnerships Director at Lovell Partnerships. With experience spanning the development, construction and regeneration industry, she has been involved in some of the largest housing-led regeneration programmes in the UK working across the private and Housing Association sectors. They talk about the evolution of regeneration, what regeneration actually is and how the private sector can contribute to the Levelling Up agenda.

Meet Washington Multifamily Housing Association's new Director of Government Affairs, Ryan Macinster. Ryan is the organization's lead lobbyist in Olympia and various municipalities throughout the state.

I had a fascinating chat with the brilliant Emma Fletcher about the UK's first 100% renewable district heating scheme and Housing Association development challenges - two massive topics at the heart of environmentally and socially responsible residential property. Emma is the Managing Director at Evera, a partnership of four Housing Associations in the East of England - which collectively owns and manages over 100,000 homes. She's also the Chair of Swaffham Prior Community Land Trust, which is developing a ground-breaking village-wide renewable energy supply. In short, she's a pretty incredible role model for leading socially and environmentally responsible change in residential property. We covered topics including: The importance of public-private partnerships in property How to strengthen and support communities, rather than just building housing The generational skills gap in construction Diversifying property development Guest website: everahomes.co.uk Guest LinkedIn: Emma (Veale) Fletcher | LinkedIn Host website: annaclareharper.com Host website: immo.capital Host LinkedIn: https://www.linkedin.com/in/annaclareharper/

In this episode of UK Property Talk: UK property prices still rising despite global economic slowdown. Rightmove, the online property listing portal, confirms its compliance with new listing guidelines to include more information on each property. Rightmove portal details for properties will include:- Cost of any service charge and ground rent. Details of any shared ownership arrangement.  Sale price - no longer “POA”. Other changes that affect sales and lettings, including council tax bands. Any information missing from a listing will be highlighted and potential buyers will be redirected to the agent. Rightmove has also introduced new ‘tool tips' and a glossary of terms. Other Updates New Rules on unfair Leases and Ground rents Boris announces plans to sell off Housing Association properties. Lifelong mortgages. UK government's ‘levelling up' measures will involve letting agents directly include a national landlord register, a 'decent homes standard' and abolishing Section 21. By 2030, more renters will have a secure path to ownership with the number of first-time buyers increasing in all areas; and the government's ambition is for the number of non-decent rented homes to have fallen by 50%, with the biggest improvements in the lowest-performing areas. UK House Prices Continue To Rise Despite Global Economic Slowdown House prices hit a new high in June despite the rising cost of living in the UK would slow demand. Average house price reached £294,845 in June after rising by 1.8% - the steepest monthly increase since 2007. Halifax sighted a “lack of available homes” for sale was lifting prices as well as a shift towards people buying larger, detached homes, which rose by over 13% in the last year. But it expects price growth will slow, as interest rates rise and soaring prices hits people's pocket harder this year. Petrol remains high and average household energy bills are set to exceed £3000 this year – a rise of nearly 300%! Interest rates will rise again says Bank of England Chief Economist, as inflation is expected to reach 11% this year. The Bank of England warned of more interest rate rises as it vows to bring inflation back down to 2% - roughly 5 times lower than present level. Boris Johnson ousted as leader by his own party, but does it matter to you? After Chancellor Rishi Sunak walked out of his job this week, his replacement Nadhim Zahawi has said he and Prime Minister Boris Johnson want to "rebuild the economy" and get soaring inflation under control.  We could see a new approach, as Mr Zahawi said "nothing is off the table" in terms of cutting taxes and boosting economic growth. Auction Property Bargains From Open House South Herts 2 Bed House - £36,000 4 Bed Buy-to-Let Rented House £59,000 https://www.facebook.com/estateagentswatfordelstreeandborehamwood   #rightmove #leasehold #propertyprices #money #estateagent #borisjohnson #economy #rentalproperty #buytolet #investing #property #houseprices  See omnystudio.com/listener for privacy information.

Big changes for the private rented sector, leaseholds and property adverts, as UK prices continue to rise In this episode of UK Property Talk: UK property prices still rising despite global economic slowdown. Rightmove, the online property listing portal, confirms its compliance with new listing guidelines to include more information on each property. Rightmove portal details for properties will include:- · Cost of any service charge and ground rent. · Details of any shared ownership arrangement. · Sale price - no longer “POA”. · Other changes that affect sales and lettings, including council tax bands. · Any information missing from a listing will be highlighted and potential buyers will be redirected to the agent. · Rightmove has also introduced new ‘tool tips' and a glossary of terms. Other Updates · New Rules on unfair Leases and Ground rents · Boris announces plans to sell off Housing Association properties. · Lifelong mortgages. UK government's ‘levelling up' measures will involve letting agents directly include a national landlord register, a 'decent homes standard' and abolishing Section 21. By 2030, more renters will have a secure path to ownership with the number of first-time buyers increasing in all areas; and the government's ambition is for the number of non-decent rented homes to have fallen by 50%, with the biggest improvements in the lowest-performing areas. UK House Prices Continue To Rise Despite Global Economic Slowdown House prices hit a new high in June despite the rising cost of living in the UK would slow demand. Average house price reached £294,845 in June after rising by 1.8% - the steepest monthly increase since 2007. Halifax sighted a “lack of available homes” for sale was lifting prices as well as a shift towards people buying larger, detached homes, which rose by over 13% in the last year. But it expects price growth will slow, as interest rates rise and soaring prices hits people's pocket harder this year. Petrol remains high and average household energy bills are set to exceed £3000 this year – a rise of nearly 300%! Interest rates will rise again says Bank of England Chief Economist, as inflation is expected to reach 11% this year. The Bank of England warned of more interest rate rises as it vows to bring inflation back down to 2% - roughly 5 times lower than present level. Boris Johnson ousted as leader by his own party, but does it matter to you? After Chancellor Rishi Sunak walked out of his job this week, his replacement Nadhim Zahawi has said he and Prime Minister Boris Johnson want to "rebuild the economy" and get soaring inflation under control. We could see a new approach, as Mr Zahawi said "nothing is off the table" in terms of cutting taxes and boosting economic growth. Auction Property Bargains From Open House South Herts 2 Bed House - £36,000 4 Bed Buy-to-Let Rented House £59,000 https://www.facebook.com/estateagentswatfordelstreeandborehamwood #rightmove #leasehold #propertyprices #money #estateagent #borisjohnson #economy #rentalproperty #buytolet #investing #property #houseprices

The second Episode with Architect Clare Nash this time discussing the findings from her book Contemporary Vernacular Design How British Housing Can Rediscover Its SoulThe book presents 25 inspirational housing schemes providing hope for the future of home building in Britain. Highlighting the need for the UK to reclaim its sense of local identity through the vernacular, these case studies are not just examples of good design but demonstrate the achievable nature of contemporary vernacular in today's society.Generating a sense of place, community and regional identity, these schemes are also affordable and highly energy efficient. Through site visits and interviews with both architects and residents, each case study explores how the schemes were delivered, how they have been received by the community, and how passive principles of vernacular design were applied to create true sustainability.Episode 81 links:Clare Nash Architecture - https://clarenasharchitecture.co.uk/Creating sustainable towns (BS006) - https://www.buildingsustainabilitypodcast.com/creating-new-sustainable-towns-noel-isherwood/Graven Hill Development - https://www.gravenhill.co.uk/Connect with me:IG - @jeffreythenaturalbuilderTwitter - @JNaturalBuilderFacebook - JeffreythenaturalbuilderLinkedIn - JeffreythenaturalbuilderA Little Bit of ChillFun, light-hearted Podcast full of self-help and suggestions to help you find your chillListen on: Apple Podcasts Spotify How to Live Your Best Life Now! Listen to the Good Life Project Podcast.Insights, ideas & stories from leading voices and experts that help you live a good life. Listen on: Apple Podcasts SpotifySupport the show

The government is considering extending the 'right to buy' to Housing Association properties. Will this help anyone? If so, who? Content note: I mention a third of people used to live in Council housing. The actual figure was higher - 41% did by the end of the 1970's.

Please share with those interested in making a difference in housing people in need or want to learn about how housing associations run. Running A Housing Association Will Mallard interviews Carolyn Howell SOLO HOUSING EPISODE #161 Housing associations are a huge part of the housing stock in the UK and we have a chat with the CEO of a very special one SOLO HOUSING about how it actually works with a great update on what they are up as well as what they are looking for. Carolyn Howell is an experienced leader with a great community ethos who takes a partnership approach to getting things done. You can contact her via the website or her LinkedIn Profile. Will Mallard is a social impact investor focused on English social housing portfolios and retirement living schemes. #socialhousingukpodcast ukpropertypodcastofthemonth #propertyisabusinessuk #ukpropertyworld #socialimpactinvestinguk #housingpeoplematterspodcast #ukpropertypodcast #investmentukpodcastoftheweek --- Send in a voice message: https://anchor.fm/my-property-world/message

Please share with people interested in housing associations and being board directors. Board Recruitment Housing Association Will Mallard interviews Carolyn Howell SOLO HOUSING EPISODE #145 Solo Housing is a registered provider of social housing and charity. They are seeking additional board directors and CEO Carolyn Howell discusses the values, vision and strategy as well as the challenges they face. We ask you to share this on social media and to forward to people in property you know that would be interested. #socialhousing #housingassociationboard #socialhousingboardjobs #propertypodcastoftheweek #eastangliahousing #propertypodcast --- Send in a voice message: https://anchor.fm/my-property-world/message

Reference is made some reports and articles in this episode, which we share here.Each Home Counts Review: https://www.eachhomecounts.com/ Housing Quality Network article: "Four key ingredients for sustainability in housing" by Jon Dtraaleyhttps://hqnetwork.co.uk/news/opinion-things-can-only-get-greener-four-key-ingredients-for-sustainability-in-housing-5772

The Pulse talks with Marika Albert, Policy Director for the BC Non-profit Housing Association, about Canada's new Minister for housing, last week's affordable housing conference, and the recent flooding and landslides in Southern BC.

Marika Albert, from the BC Non-Profit Housing Association and their Vote Housing Project

120: Is Your Nonprofit Board Leading with Intent? (Jim Taylor)SUMMARYAs Jim Taylor shared on episode #35 of the Path Podcast, conversations around race and inclusion are more prevalent than ever in nonprofit meeting rooms around the world.  But are these discussions leading to significant change in the recruitment, make-up and leadership style for these same board leaders? That's exactly what BoardSource's latest Leading With Intent report set out to explore, and the results are fascinating. Jim returns to episode #120 of the Path, and shares all of the critical findings - and once again - offers advice for nonprofit board members and staff to apply to their leadership practices.ABOUT JIMAs Vice President of Leadership Initiatives & Education, Jim focuses on leading BoardSource's efforts to position nonprofit boards for stronger leadership on diversity, inclusion, and equity. This includes leading the organization's work to spark and support understanding, action, and change at the board level on these issues; serving as an external representative, speaker, and writer; developing new resources and programming; and partnering with peer organizations around the country. Prior to joining BoardSource, Jim served as the Vice President of Multicultural Leadership at AARP, the Director of Community Relations and Director of Community Development at Capital One, Director of Product Innovation at Fannie Mae, and Corporate Relations Program Officer at the Fairfax County Office of Public Private Partnerships.  Jim has served on boards of directors and advisory boards of multiple nonprofits, including Carpenter's Shelter, the Latino Economic Development Center, the Housing Association of Nonprofit Developers, the Affordable Housing Conference of Montgomery County, Shelter House, and LearnServe International. Jim is from Long Island, New York and earned an MBA from the University of North Carolina Kenan-Flagler Business School and a BA from the University of Virginia.EPISODE TOPICS & RESOURCESMalcolm Gladwell's book OutliersAnne Wallestad's article The Four Principles of Purpose-Driven LeadershipBoardSource Four Principles Conversation Starter GuidePhil Buchanan's episode #108 What is Giving Done Right?

In conversation with Paul Taylor and SOchat co-founders Amy Nettleton& Asif ChoudryTwitter: @PaulBromford

Lindsay Taylor, co-Founder & Director of Your Excellency Limited Virtual Academy shares inspirational learning for the EA, PA and Administrative Professional in her podcast featuring top guests and stars in the Administrative Professional community.This podcast is Episode 9, featuring Julianne Hill who is PA to the Executive Director of Development & Sales and the Director of External Affairs at bpha a Housing Association. bpha are committed to providing its customers with high-quality, value for money services whilst continuing to develop energy efficient, sustainable and affordable housing and Jules works out of their Bedford, UK office (albeit like everyone else at the moment she is working from home!). Julianne is also a Board Member and EA on a voluntary basis to the Chair of Women in Social Housing (WISH) London region which is a national networking association. Julianne is a recent graduate with Your Excellency Limited having studied with us for the last year and achieving the OfQual Regulated Qualification SFJ Awards Level 4 Certificate in Office & Administration Management. Julianne will be continuing her studies with us and is a learner on the May cohort of our new 2021 Programme The Mini MBA for Senior & Executive Assistants.Time:0151 Introduction to Julianne (Jules) Hill using the initial letters of her name0536 Jules's feedback on OfQual Regulated Qualification SFJ Awards Level 4 Certificate in Office & Administration Management1154 Jules's learning journey 1422 Jules's career journey 1713 One thing Jules loves about this profession 1748 One thing Jules finds challenging in this profession 2045 3 people Jules would invite to a dinner party 2315 Jules's advice to those who are new to this profession or looking to join this professionResources/Weblinks www.bpha.co.uk https://www.wishgb.co.uk/ OfQual Level 4 Qualification The Mini MBA for Senior & Executive Assistants

Joy Johnson, Board Chair at Charlottesville Public Housing Association of Residents, and Former Charlottesville Mayor Dave Norris joined me live on The I Love CVille Show! The I Love CVille Show airs live before a worldwide audience Monday – Friday from 12:30 pm – 1:30 pm on The I Love CVille Network. The I Love CVille Show is powered by four generation strong Intrastate Inc., trusted limo company Camryn Limousine, the talented Dr. Scott Wagner of Scott Wagner Chiropractic and Sports Medicine, custom home builder John Kerber of Dominion Custom Homes and entrepreneur Patricia Boden Zeller's Animal Connection – All Natural Store for Healthy Pets.

In episode 36 we hear from Simon Kaffel. He is Director of Data & Analytics for Sovereign Housing Association. Simon's previously held data leadership roles at Arcadia, Sky, NatWest, O2 & Zurich Global Life Assurance. He's also won numerous awards along the way and learnt a thing or two about what enables or prevents successful data transformations. During our conversation we explore Simon's career journey, including digging into the reason for his numerous successes at Sky. We consider his experience of what leaders need to do to succeed with data transformation. We also get honest about when & why it doesn't always work. This includes the need to get real about the roles really needed in data today. Lots to chew on for those tasked with leading data transformation in their own organisation. We close off with advice for analysts and other leaders. Thanks Simon.

Bio: William Korsinah is a leader, Agile Coach, trainer, and consultant with sound commercial skills and business acumen. With experience gained from the Ministry of Defence (MOD), public and private sectors and exposure across strategy, portfolio, product and project lifecycle, from initiation to close, he has the ability to effectively promote organisational objectives to a range of audiences and inspire stakeholders. William is the Founder and Director of Lean Icon Technology and Training Ltd, an organisation with a presence in Ghana and the UK specialising in: Agile Project Management & Delivery Strategy & Business Planning, Effective Communication, Stakeholder Management Team Formation & Development CRM, Process Engineering Business reports and data Insight Training and Coaching. Website/ Contact/ Social Media: Email: william.korsinah@leanicontechnology.co.uk Website: www.leanicontechnology.co.uk LinkedIn: http://linkedin.com/in/williamkorsinah/ Twitter: @william.korsinah   Books: The 1-Page Marketing Plan: Get New Customers, Make More Money and Stand Out From the Crowd by Allan Dib The 7 Habits of Highly-Effective People by Stephen R. Covey How to Have a Good Day: The Essential Toolkit for a Productive Day at Work and Beyond by Caroline Webb Leading Change by John P. Kotter Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers by Alexander Osterwalder and Yves Pigneur   Resources Mentioned: Scaled Agile Framework (big picture) https://www.scaledagileframework.com/ Portfolio Canvas https://www.scaledagileframework.com/portfolio-vision/?_ga=2.28959996.1785629069.1618711092-789794333.1552987440 Business Model Canvas: https://www.strategyzer.com/canvas/business-model-canvas   Alexander Osterwalder episode: http://podcast.agileinnovationleaders.com/website/s1e003-alex-osterwalder-on-the-3-characteristics-of-invincible-companies-and-how-he-stays-grounded-as-a-leader   Interview Transcript: 00:00 Ula: 00:04 Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast, I speak with world-class leaders and doers about themselves and a variety of topics spanning agile, lean innovation, business, leadership and much more – with actionable take-aways for you, the listener. My guest for this episode is William Korsinah. William is the Founder and Director of Lean Icon Technology and Training, an organisation with a presence in Ghana and the UK. He is an Agile Coach, Trainer and Consultant and his motto is ‘Never stop learning because life never stops teaching'. I enjoyed speaking with William about his background (including his time with the British Army). We also touched on a few agile frameworks and his view on value delivery using the Scaled Agile Framework. Without further ado ladies and gentlemen, my conversation with William Korsinah. Enjoy!!   Thank you very much for joining us, William Korsinah. Could you tell us a bit more about yourself? Who is William Korsinah? William: 01:15 Thank you, Ula, for inviting me. It's an absolute pleasure for me to be on air with you. Myself, I'm a training Agile Consultant, and a Coach who's been working with organizations for the last five years. Prior to that, I worked as a Product Director for a company based in Bristol, went on to work for One Housing as a Business Analyst and Consultant within an agile team. And I worked as a strategy analyst and I served in the army. All these experiences I bring to the table when I'm sharing on Agile and how organizations should take on change at different stages of their transformation lifecycle. Ula: 01:57 You told me you had been in the army. Can you tell us what made you to sign up in the first place, and what was your experience? William: 02:05 So, when I finished Uni in Ghana, I had two options: whether to join my dad in his shipping business, or to follow my friends who were having a good time in the army. And I think youthful exuberance led me to sign on to the British Army. I look back on it as a great experience, having this passage regiments in Colchester, and all those experiences helped drive the way I approach things today. So, the Army's been a good experience. I could have joined dad in his business but I think the army was the right choice at that point in time. Ula: 02:43 And how long did you stay in the army? William: 02:44 For four and a half years, I served for four and a half years. Yeah. Ula: 02:48 Wow! I did have thoughts about joining the military. Because in Nigeria, I did my first degree in Nigeria, and I graduated with a degree in Electronic Engineering. And there is a mandatory paramilitary training graduates are expected to go through in Nigeria - the National Youth Service Corps. I found out that on doing that, you know, the first few weeks of joining the Corps, you went through drills and early morning jogging and all those... I really quite enjoyed it and I thought maybe I should I join the army. But I think other things called... But how do you think that has helped to shape you into the Lean Agile professional, that you are now. William: 03:30 With the army, the experiences like you talked about: waking up in the morning, being disciplined following processes. Some people might consider that as too structured. Within the structure as well, it allows you to think out of the box. The military experience has given me a structure for some of the things I do and it gives me a wakeup call when I have to rethink about things and say okay, how would I do it differently? How would I do it in a very structured environment? How would I do it, if I didn't have limits? So, with those experiences, I'm able to bring in diverse ways of looking at things; from a civilian perspective to a military perspective - wearing those hats. So, the experience from the army has shaped my thinking and it also helps me stay more disciplined in my approach and follow things through. Ula: 04:23 You are a SAFe Program Consultant as well, and you teach a number of the SAFe courses. So, for the benefit of the audience SAFe, is an acronym for Scaled Agile Framework, which is one of the well-known and popularly implemented agile frameworks. Now, in terms of delivering value with the Scaled Agile Framework, what are your views on this and how are enterprises and organizations potentially in a position to benefit from this? William: 04:56 As we look at today's organizations and being able to deliver change that brings value not only to the organization, but to the customer, there are various tools, and there are various methodologies and there are various processes. Looking at all these and seeing which one best fits into our organization. Over the years most organizations have worked with waterfall or predictive approach to delivering projects. In delivering projects, you need to have a look at what's the best tool. You can't use a hammer to screw a nail into a wood; you need to use the hammer to hammer the nail into the wood. And when we look at the Scaled Agile Framework, for large scale organizations that are delivering change, with system engineers, and various roles involved, we need to reconsider what tool works best. There's Agile: Scrum, there's XP, there's Kanban, There's DSDM. All are great for small teams. Ula: 06:03 What is XP in full? What's DSDM - because there might be people listening who are new to these agile concepts, please? William: 07:15 XP is Extreme Programming. Extreme Programming are practices that software engineers or systems engineers use to bring in better quality into the process. There are some practices like pair programming, where two people sit together and review their work and make sure that they are bringing in the best quality into that particular work. There are also items like test first, where we continuously test throughout the process. And then some other areas like using user story mapping, pre planning, iterations. All these practices help bring better quality into the process. When you talk about DSDM, Dynamic Systems Development Methodology as an agile framework, it's now known as the Agile Business Consortium. And they also have a systematic approach to helping teams deliver value. You first look at the feasibility plan; when it comes to delivering the work, you're also looking at iterations, how you go through the step-by-step approach, to be able to deliver an outcome to your customer and being able to invite the customer at various stages to be a part of the review process. DSDM incorporates elements of iterative ways of working. This helps agile teams to deliver value to their customers or organizations. And I've touched on Kanban, Kanban is a way of working that existed in the 1950s and 60s used by Toyota Production System. And the word Kanban is a visualization board or signboard in Japanese. Teams use the Kanban board or the scrum board to help them visualize the flow of work. And it helps teams reduce multitasking, so that people can focus on a piece of work at one point in time. All these practices have been considered by the Scaled Agile Framework. And it's like, you look at all the practices and bring in the best into one framework for large teams. And that is the way organizations can use the Scaled Agile Framework to deliver value to the customer, the organization and to the board. Ula: 08:20 Before I interrupted, you were talking about using the right tool for the right work. So, could you explain how SAFe could be the right tool and in what context this would be the case? William: 08:35 Okay, so if you look at the Scaled Agile Framework, organizations that are delivering change would have… change which would affect software, they will have change which will just be people change. And they would have strategic change, and all other forms of change. The Scaled Agile Framework has got four configurations that allow organizations to rethink their initiatives and at the portfolio configuration, that is where all the strategic initiatives are held, so that teams can deliver value by first seeing it from a high level. And then you've got large scale for large teams who are building cyber physical systems. And then you've got the programme layer and a team layer. All these help teams to work together. It (i.e. the Scaled Agile Framework) being a tool, works best for teams that are bigger than, I would say more than 100. They need to reconsider what tool they are using. In using it for smaller teams of 10, there are elements of the Scaled Agile Framework that can be used for a small team of 10. But scaling it up, when you've got 100 to 200, Scaled Agile helps teams get the alignment and synchronization throughout the process and that's a key driver for predictability in teams to senior stakeholders. Hence, the SAFe framework is a better tool to be used when working with large teams. And some bits of it can be adjusted for small teams when delivering change. Ula: 10:13 That's interesting. Now you said based on the various configuration. So, at the team level, there are some schools of thought that it's not much different from Scrum as we know it, implemented with Kanban. What's your view on this? William: 10:30 At the team level, Scaled Agile uses Scrum. Scrum as a framework, I would say unless the Agile Coach has considered all the other frameworks and adopted Scrum properly, they would miss out on looking at a framework that brings synergy. When you take a look at the Scaled Agile Framework at a team level, the chart provides you with all the bits that are needed to make the team level work. If you are working on a particular piece of work, let's take it outside of Scaled Agile, let's take it outside of software. If you wanted to build a small piece of table you need to bring all the resources together. And when you bring all the resources together, at that particular point in time, you're able to select and pick which one is best. But if you are working against time, and you've not got all the resources together, you might delay or you might not accomplish it. The Scaled Agile Framework at a team level makes sure that you take a look at all the necessary frameworks that would make the team a successful team. Having teams alone, becoming high performing teams requires you to rethink about the entire process. Not only does it touch on culture, but bringing in the right tools or systems and making sure that teams believe in where they're going. And I in my view, see the Scaled Agile Framework as one that brings things to light, whether at the portfolio, programme and at the team level and the team will now feel a big part of what's happening. Not only would they feel like, “Oh, I'm a software engineer, or I'm a UX or business analyst, I'm doing this to help or to get my career up”. But all the practices within the team level brings everyone together to deliver value to the organization. Ula: 12:22 So, for the audience's benefit – because some people listening might not be that familiar with the Scaled Agile Framework, I will be putting a link to the diagram you were referring to in the show notes. William: 12:36 Yeah. Ula: 12:36 You mentioned that there's a portfolio level at the top and then at the bottom, (of) the configuration diagram, there's the team level. Now, there have been arguments that SAFe advocates for top-down approach in terms of implementing it and others arguing that a bottom up approach - implementing SAFe from a team level and then building up on an incremental basis would be better. What's your view? William: 13:04 So, this (is) one question that I've been looking at for the last few months and I've had a few people ask me. Quite recently, a friend was delivering a speech at a conference and someone said, “If we are not having the right purpose, it's because the leaders don't know where they're going and they've not set a clear vision, they've not set a clear value, and a clear mission.” So, when you approach change from a team level, and the senior stakeholders have not bought into it, it brings us back to the same point: Who's going to sign the budget? Who's going to approve the work that you're working on? Who's going to make sure that you don't get all the obstacles or impediments that are in your way removed? So, (implementing SAFe solely) from a team level (it) is great; the team will have to celebrate all the success. But from a portfolio, director or C-level - which I am highly in favor of - that we first trained our leaders to understand the framework and I've delivered such training and leaders have found it useful that, “if we had known this, we would have sung the same song with the teams and we would have known their pain points, and we would have helped them in the right direction.” So, having the right alignment with our purpose, with our mission; with our values requires the leaders buying into any framework. If we take SAFe out of the question, whatever we do within the organization, without a leadership buy-in being incorporated in our strategic initiative, that initiative would, in my words, fail. Though we can have the best intentions, if you don't have leadership buy-in and support, it's like going round in the maze, and not getting out. My view for those who are saying, “it should be from the team level” is, “yes, we want team buy-in but we want people with direction-setting responsibilities buy in earliest, so they can incorporate it in their agenda.” It won't be the team's agenda that drives value or drives the strategic benefits. It's the organization's agenda, working together with all other teams like marketing, finance, operations. When you get all of us working together, that delivers value to the organization. And I look at it from the Japanese word “Gemba” The Japanese word “Gemba” says go out to the workplace and see what's happening in the workplace. And the workplace is not just an agile team, or the team that's using Scrum. It consists of HR, consists of all other teams. And if we only say we are going use only Scrum in our team, what about HR? Could they also use their own framework? And leadership buy-in is very necessary. And I think it's the best approach for getting things done. What are your thoughts on it yourself? Ula: 15:54 So, I would agree with you. I would say that it's not a one-size-fits-all framework. So, some organizations might feel it doesn't work for them. SAFe lends itself to a top-down approach; getting the buy-in of leadership. As you rightly pointed out, without that alignment with strategy and the direction of the organization, the teams could well be wasting their efforts working on the wrong things, even if they're working well together. But that defeats the whole purpose of the organization's existence. With respect to delivering value then, from whose perspective should we define value and how can we go about making sure we are delivering value using the Scaled Agile Framework? William: 16:42 Okay. Deliver value within such large initiatives. First, we're looking at our vision, mission getting into alignment. Once we get an alignment, and we know who our customers are - we could have two groups of customers, our internal customers and our external customers, they need to see the value coming their way. And for us to be able to get to that end point of delivering value, our systems must work. And our systems must be able to help us with that consistency, and precision and reliability to deliver that value. In the Scaled Agile Framework, it also talks about value stream mapping. If you don't know your value stream, you don't know whom you're delivering the value to. So being able to knuckle down, reflect on who receives the value. Who should we be thinking about? Everyone sees the customer. Everyone talks about the customer. Richard Branson comes from talks about this from a different perspective. He says, “look after your staff, and then your staff will look after your customer.” And I think another quote also says the customer is the boss. So, whether we take the customer being an internal person or an external person, we want to know what value is to the customer. If we know what value is to that particular customer, that value must also align with our strategic direction, our systems, and how we intend to deliver it through our teams. A customer's value, which is far and above our organization, would always mean we feel (defer) to the customer. So, we need to be able to identify what our current value stream is? What type of value we are delivering to our customers? And sharing those particular values to the customer so that they know what our expectations are and we also know their expectations because (if we have) a customer with a high expectation, and we (come) with a medium expectation, we've missed the mark. Putting in place an alignment from vision, having the right systems and having the teams knowing our value stream - well, the end outcome should be to the customer (‘s benefit). That helps anyone to use the Scaled Agile Framework. Back to your question of teams driving change. We need teams at that layer to be able to know what system they are working in, how the system is aligned to our strategic team. And, as they knew the direction, they are able to also identify the value needed to be delivered to the customer. Ula: 19:22 Okay. You mentioned earlier on in our conversation that you'd done some work with some organizations. Could you give me an example of how you went about working with these organizations to define what the value was, and how you went about delivering it and how you recognized if and when the value had been delivered? William: 19:46 Okay, so Hodge Bank based in Cardiff on their Agile Transformation journey, and for them, why I throw them an example is, they started with a pilot of an agile team. They are now at the place where they've got 8 teams and they are looking at using the Scaled Agile Framework. And I like to give credit to, I'll say, the director of projects, who's done a very good work. And it's quite interesting, but (they) took a step-by-step approach in saying, “we need to deliver value but how should this value be connected in our ways of working?” And for them, I talked about using the Balanced Business Scorecard as a strategic tool to help us identify our value. The Balanced Business Scorecard as a strategic tool has got areas of the mission, vision, talks about the strategy. As part of the strategy, we've got objectives; we need to set clear objectives. When we set clear objectives, we are able to identify whom our customers are. With our objectives, we can identify critical success factors, key performance indicators, and initiatives that helps us deliver value. SAFe has brought in the portfolio canvas. Portfolio canvas does the same thing of identifying our current organizational system, how various things fit in to help us deliver value and it's similar to the Business Model Canvas used by most organizations and when you use such a tool, it can help you identify value. Using the Balanced Business Scorecard at Hodge Bank has helped the team look at their… relook at their strategy, put things in place that will help them deliver value to the customer. Yeah. Ula: 21:42 Okay. Now as you mentioned the Business Model Canvas that was developed by Alexander Osterwalder, and it's quite popular in the Lean Startup circles. In terms of your experience with Hodge Bank, what would you say you learned from the whole engagement? What are the key learnings for you? William: 22:03 One of the key learnings for me was: change, it's not overnight. Secondly, building the teams requires time and training. Thirdly, having a clear alignment with where the organization is going, and bringing all the other executives on board. I've had to train a few members of the teams and training them gives me the opportunity to listen to what's happening in their organization. And Justin, who's the Director of Strategy takes a very focused look at how he could create an environment that makes the teams become high performing teams. And I think those learnings I've reflected on and have been part of some of the things I teach other teams to be able to adopt the frameworks they are working on. Ula: 22:58 Hmmm – interesting! So, for, say, a listener who is part of an organization that's currently considering the option of starting an agile transformation, how should they start? What would be their first few steps? William: 23:15 So, for organizations who are going through the point where they see it as a need to move from where they are, to where they want to be, is first to carry out the gap analysis of “who we are (and) what's our current state?” Or, “what's our current state and where do we really want to be?” and then build a roadmap of steps that will get you there. When using the Scaled Agile Framework it's quite interesting how the Scaled Agile Framework has also talked about adopting change at the various stages to where you get your first planning event. It talks about having a clear vision, once you have that clear vision, you train your consultants, you train your leaders, and then you train the various teams and members of the teams to have that single voice. If everyone can sing the same song or say the same words, and we all can understand ourselves, then we are able to take the next steps to help us deliver the necessary change. First, identify where you want to go. Secondly, train all the team members. Thirdly, bring the leaders on board as early as possible. Without they (the leaders) supporting and helping you drive that change, that will be another project that's failed. And at the Project Management Institute where I was Director of Communication, we've seen, we've carried out lots of surveys and seen over and over again, why projects fail. Projects fail for many reasons. It's not the adoption of a tool or process. It's the fact that one, leaders have not been brought in, there is not a clear roadmap. There's not a strong vision that brings people to that particular roadmap and aligns all the teams to believe in that change. And without having that clear vision, purpose, to bring people on board, such change initiatives do not last and do not bring value to the organization. Ula: 25:23 That's great. So basically, it's more about having a vision and clear direction of where they want to get to and what the milestones would be to your ideal state. William: 25:35 If you don't have a clear direction, anywhere could be your destination. And that's very important. You have a clear direction. It needs a roadmap for it to be a success. Ula: 25:47 Given your varied background, how did you get into this Lean-Agile area (of work)? William: 25:54 Going into this area, having studied Psychology and Philosophy, been into the army, there are other things I said I want to be when I grew up. I want to be a Trainer or want to be a Coach. Over the years, my experiences has formed all those thoughts. Now, I'll say, it's been credit to the mates whom I've come across during my journeys, and the coaches who I've worked with, through the journey, and being able to learn from their experiences on what's happening, and where career-wise things are going, that helped me re-adapt my roadmap at various stages. So, having that clear roadmap, adapting it, being flexible to changes and to getting into effect, left the army, was lucky enough to get a role into the Housing Association -  after being a salesman and taking a few other roles, I got into a Housing Association. Luckily, I was made a team leader. And during that roadmap, I've always wanted to go into change. So, an opportunity came and I went to work with a transformation team. Working with the transformation team, and having my roadmap made me identify the key things I wanted to do. Then I was also into public speaking, the president of a club, helping form a club. So, the training aspect came out of the public speaking and working in transformation and change, seeing lean, agile, seeing the way people are doing things, and how things could be improved - those are the things that led me to coming back to look at my vision of helping people go through better change. And I think all this, there's a lot of things that have shaped me in getting to this point, not just one activity or… Not climbing the ladder - sometimes I've fallen off the ladder. Ula: 27:54 Haven't we all… William: 27:57 Yeah, yeah. So, it's been a result of many events, that shaped my learnings into becoming a Consultant and an Agile Coach today. Ula: 28:09 That's interesting. So, you are the Director and Co-Founder of Lean Icon Technology UK and Ghana, and some of the things you've described, you also offer those services as well as public trainings to individuals and organizations, right? William: 28:27 Yes. Ula: 28:28 Now what's your typical workday like? William: 28:31 Typical workday is… interesting, because it starts as early as it can. And it could finish very late, after put my son to bed, (I'd) still be working till the morning and wake up either early or late to continue. That is a typical wake day in the office. If I'm not in the office, I'm either on a client site, and that's also either delivering training or supporting a team. So, it's such a varied day, and I always say it's interesting, and even though I have a a Kanban board I always look at, sometimes I come back and I've missed certain activities. And this is the life of a business owner or an entrepreneur. You don't know how you put the puzzle together, but things work together to make things a success. Ula: 29:18 Well for me, in addition to having a Kanban, you know - what's the backlog of items, what's in progress, what's been done - using the 80/20 rule, you know, the Pareto principle, focusing on the 20% of those activities that would give you typically 80% of your results. And I'm actually currently listening to an audio book, The One-Page Marketing Plan which gave me a new concept. So, taking the 80/20, out of that 20(%), there will also be a 20%, that will give you another, you know, kind of so if you take 20% of that 20%, that's 4%, that will give you the 64% outcome. So, (it's) more of narrowing down and focusing on the activities that give you the most desired outcomes, if that makes sense? William: 30:04 It does. Ula: 30:05 Part of the puzzle now is, how to know which ones, especially for entrepreneurs and business owners like us, you know, it's almost like there is a part of it, that's trial and error, as well as following a structured framework. How have you gone about trying to identify which parts of your daily activities are most worthwhile or are of higher priority than others? William: 30:33 What you've said, is something that I've seen in many (books): The (7) Habits of Highly Successful People; How To Have An Effective Day; Driving Change… And for myself, I look at activities and tell myself, “look, you've got all this to do.” And I tried to write them before I go to bed. So, I have a clear and sound sleep. And when I write them, before I go to bed, I come out and say, “look, I'm not going to touch a few things now, I'm going to touch a few things later.” Once I touch the things that are very relevant to me, which are considered to be the 20, then I can also focus on the 80 of what I need to do. In looking at some (tasks), you just know that you have to delegate - some of them are out of your remit. And one that is always out of my remit – and it really gets to me that I'm unable to do that - is being able to design and create beautiful poster diagrams, and I have to outsource this and pay for it, which sometimes eats into the entrepreneur's budget. So, there are things that you really want to do to help the business grow, and there are things that you also have to outsource. Writing my agenda before going to bed, and identifying things that I have to outsource helps me work around the busy schedule. And not everything you can do, not everything you can put into the 20, somethings you could put into the 20, but are out of your remit. That's been one of the few things I also find challenging - delegating, or trying something new, because they say if you never tried, you don't succeed. But if you try as well, and it's not the best outcome, you're not meeting your customer's needs. I think is always a balancing act, getting to that point. Yeah. And the 80/20 definitely works if you can identify your highest priorities, work on those first, and then look at the others later. Ula: 32:35 That's great. I smiled when you mentioned creating attractive posters and all that. I'll give you a simple tip. If you want to have a go at creating posters and all, there's this tool called Canva. William: 32:49 I'm using Canva. Ula: 32:50 Oh, you are! Okay. You are already ahead of the game. Yeah, it's made things a bit easier. But then there are times when you need to just call in the professionals. So, for the designers out there, we're not trying to take your job away or anything. We're saying there's still a need for you. Great, it's been wonderful speaking with you, William. So, before we sign out and I have learned a whole lot really speaking with you. It's worth mentioning that you're the one who trained me, when I took the Leading SAFe course. And of course, I wouldn't have been inviting you to the podcast if not that you really made a great impression on me. You were knowledgeable, you were clear in the way you really handled the class and answered our questions. So, thanks for that. But before we sign out, how can they (the audience) get in touch with you? William: 33:38 I think first, they are listening to my voice …they should always should reach out to Ula… …at Mezahab Group and I'm on LinkedIn, I'm on Twitter, and I'm on Facebook at William Korsinah… Ula: 33:52 Okay William: 33:52 … and on other platforms. I know Ula will be adding it to the podcast as something for people to look at. Ula: 34:01 Yes, I will. William: 34:02 I will definitely welcome any questions that anyone would like to post or send my way. Thank you Ula for inviting me, though. Ula: 34:11 No problem at all. Thank you so much, William. And I hope you have a good rest of your day. And thanks once more. William: 45:28 Same to you. Ula: 34:20 That's all we have for now. Thanks for listening. If like this show, do subscribe at www.agileinnovationleaders.com. That's agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes – this would help others find this show. I'd also love to hear from you so please drop me an email at ula@agileinnovationleaders.com . Take care and God bless!

Does your retirement planning account for caregiving? Will you be a caregiver? Who will be your caregivers? We talk with expert Joy Loverde about what you should include in your retirement planning. Joy joins us from Chicago. _________________________ Bio Joy Loverde has a reputation for being a path carver and visionary. Joy is the author of the Who Will Take Care Of Me When I’m Old? and the best-seller, The Complete Eldercare Planner. The American Medical Association says, “It’s the best book we’ve seen.” With over 30 years experience as a media spokesperson, Joy's appearances include the TODAY Show, Good Morning America, CBS Early Show, ABC News, Fox News, National Public Radio, SiriusXM, and others. During her career, she has been quoted in the Wall Street Journal, TIME, Money, New York Times, U.S. News & World Report, Reuters, Reader’s Digest, Family Circle, Psychology Today, Good Housekeeping, among others. USA TODAY ran a four-part series on Joy’s eldercare programs. Joy specializes in keynotes for family members and professionals including employers, women's groups, centers for healthy aging, associations, law firms, financial institutions, alumni associations, senior housing, health care providers, and retreat centers and others. A seasoned on-camera professional, product endorsements include GoodFeet, Estate Inventory Services, Age Without Borders, Energizer Battery Company, Boomer Living, American Senior's Housing Association, and a host of other products and services. With a focus on the mature-market population, Joy serves as a marketing and media consultant to senior housing, HR professionals, attorneys, financial planners, clergy, and other members of the fast-growing eldercare industry. Joy’s work has taken her to every corner of the world where she has personally interacted with thousands of family members and professionals in the field of aging. She also loves connecting with you on social media. Wife, mom, grandmother, Cubs fan, Joy was caregiver to her parents, is married to family-law attorney, David V. Schultz, is grandmother of 10, and resides in Chicago. __________________________ Wise Quotes On Thinking Like a Strategist "Well, first of all, people don't know what thinking like a strategist is. So what I like to do is just break open that can of worms by saying critical thinking is really the practice of changing your perspective.  If you just continue to think the way you always have, it might just keep you in that little box and nothing will really change in your life. So the idea about thinking critically just breaks that wide open. So here's how I do it. I talk to people who are very different than me, different cultures, different careers. And I ask them questions that scare me because they will have a whole different idea about things that might pertain to aging. That is quite scary. So I talk to people who are different. I also talk to people who are young and people who are old. And one of my favorite advisors is my eight-year-old granddaughter. And I ask her this question all the time. I say, what would you do if you were me? So that is what I mean by thinking strategically." On Caregiving "If you're going to be a caregiver, the number one rule is to get a financial planner for yourself because the expenses of being a caregiver can be quite emotional. So if we find out that mom or dad is running out of money, most caregivers, because they're so loving and wonderful, start to dip into their own pockets and they start shelling out money and really jeopardizing their own retirement. So the number one thing that people need to do, if they anticipate being a caregiver, is to get a financial planner. Find out how much money you have, find out what your parents have or the person you're caring for. And then go from there, do not go into this blindly when it comes to financial planning. As far as I'm concerned,

Single people can be in a precarious vulnerable state very quickly - Solo Housing CEO Carolyn Howell leads a Housing Association team that works in partnership with landlords, other housing associations, charities and government agencies to provide solutions for Suffolk and Norfolk regions using a mixture of models, active best endeavours and good organisation plus a community based focus with values of care to help an often over looked group in society. You can find out more at www.solohousing.org You can contact Will via linktr.ee/WillMallard --- Send in a voice message: https://anchor.fm/my-property-world/message

Does Sustainability start at home?  Guests: Bob Barr and Zoe CohenWelcome to a brand new season of The Change Troubleshooter.  This 2nd season of the podcast focuses on Sustainability. Something we all need to focus on a lot more!We kick off the season with this episode, Does Sustainability Start at Home?  Nina is joined by, Zoe Cohen and Bob Barr.Zoe Cohen, Director of Shine Coaching and Consultancy, is a highly experienced Master Coach who has worked with senior leaders and their teams across every sector in the economy. Zoe has run her successful coaching practice for over a decade. Zoe has been passionate about sustainability all her life; in 2014 she co-founded and was the volunteer Chair of a community energy company for three years. Zoe is a Carbon Literate coach and her work is expanding into the human, behavioural and psychological aspects of climate change awareness and action. Zoe is also an active member of Extinction Rebellion and dedicates a significant proportion of her time to activism.Bob Barr is a Lymm Parish Councillor and Opposition Leader on Warrington Borough Council. He also chairs Lymm Community Energy  . By profession Bob is an urban and social geographer specialising in geographic data science and open data. He worked at Manchester University for 30 years, is currently a Visiting Professor at Liverpool University and founded the university spin-out, Manchester Geomatics. He was a member of the Cabinet Office Open Data Group, the Advisory Panel on Public Sector Information and the Social Exclusion Unit’s ‘Better Information’ policy action team. Bob has a lifelong interest in sustainability issues. As a Board Member of Helena Housing, a major regional Housing Association, he championed sustainability on the Board and became Chairman of Caribou, a not-for-profit sustainable warmth and flood resilience company.  Nina uses her home village of Lymm as a case study on how sustainable the place where she lives actually is. Both Zoe and Bob have been commited to a number of local initiatives over the years, but is that enough to make Lymm a sustainable village?This episode is also avaialable as a video here

To view the full transcript for this episode please click here.Featuring: Shamela Khatun - Coach, Stonewater's South Asian Women's RefugeAlison Inman - Former President of the CIH founder of the Make a Stand campaignValerie Wise - National Domestic Abuse Lead, Victim Support Sian Rios - Specialist Project Coordinator, Stonewater's dedicted LGBTQ+ provision ‘Safe Space'For more information about Stonewater's domestic abuse service please refer to the Stonewater website.

We invite Carlos H onto the show to talk about his experiences with drug policy, advocacy, and activism in the Baltimore recovery community. Carlos has been deeply involved in policy work since he first found recovery. He has been involved in many organizations in Maryland, in different ways trying to improve the recovery scene to help save lives. Today we focus on the struggles with recovery housing, how grant funding seems to end up in the hands of for-profit treatment centers instead of non-profit community organizations, and how policy has failed to solve the problems in minority communities. Carlos also explores what it will take for change to happen in communities of color. Listen in as we celebrate all the work Carlos has done for the recovery community with Maryland Recovery Organization Connecting Communities, Light Street Housing Corporation, Citizens Planning and Housing Association, Maryland Chapter of National Council on Alcoholism and Drug Dependence, Baltimore Substance Abuse Systems, Maryland’s State Drug and Alcohol Council, and is currently working at Dee's Place. Join the conversation by leaving a message, emailing us at RecoverySortOf@gmail.com, or find us on Twitter, Facebook or Instagram, or find us on our website at www.recoverysortof.com. --- Send in a voice message: https://anchor.fm/recoverysortof/message Support this podcast: https://anchor.fm/recoverysortof/support

We hear from folks in Halifax who protested about homelessness and then we speak with Jim Graham from Affordable Housing Association of NS, and on the phone-in: automotive repair with Doug Bethune.

Medford Housing Association 12/17/2020

Today Matt interviews David Schless, the President of the American Seniors Housing Association, to discuss the impact of COVID on seniors housing and his thoughts on the future of this business post-pandemic. The first hot spot for COVID in the US was at a nursing home in Washington State; the seniors housing industry has been at the forefront in responding to the crisis for its vulnerable residents and its workers on the front lines. David discusses the tremendous response of the industry and the future of the seniors housing business, for which the demographic trends continue to suggest significant growth and opportunity.David has served as ASHA's President since its creation by the National Multifamily Housing Council (NMHC) in 1991. With over 30 years of industry experience, David has an extensive understanding of seniors housing research, policy and regulatory issues, and an intimate knowledge of the seniors housing business. He is currently involved with the Alzheimer's Association Brain Ball Committee, the Cornell Institute for Healthy Futures, the Granger Cobb Institute for Senior Living at Washington State University and serves on the editorial board of the Seniors Housing & Care Journal. David has been honored as a Distinguished Alumnus by both the University of Connecticut and the University of North Texas for his work on behalf of seniors.David holds a Bachelor of Science degree from the Center for Aging and Human Development at the University of Connecticut, and a Master of Science degree from the Department of Applied Gerontology/Center for Studies in Aging at the University of North Texas.

Matt interviews David Schless, the President of the American Seniors Housing Association, to discuss the impact of COVID on seniors housing and his thoughts on the future of this business post-pandemic. David discusses the tremendous response of the industry and the future of the seniors housing business, for which the demographic trends continue to suggest significant growth and opportunity.

Flat owners told their homes could be unsellable for up to 10 years with unsafe cladding. Following the Grenfell Tower fire disaster, hundreds of thousands of buildings were deemed to be unsafe due to the outside wall cladding. In 2019, the Royal Institution of Chartered Surveyors (RICS) brought out the EWS 1 form as a way of grading the safety of tower blocks with cladding. The grading certificate was intended for buildings over 18 metres tall with cladding, but this year Government regulations changed. Mortgage lenders now require the form for shorter buildings as well. It is estimated that 300,000 buildings that might require an EWS1. However, there are only 300 inspectors able to carry out the in-depth surveys, creating a huge backlog. RICS charge at least £40,000 per building for the EWS1, which seems extortionate. Another issue is that only the freeholder can apply and some have refused, even though the cost will be passed on to leaseholder, because the say it's not a legal requirement. Peabody, a Housing Association based in London have written to residents telling them that they think it will be 10 years before they can get all of their buildings compliant. Sebastian O'Kelly is the chief executive of Leasehold Knowledge charity - which supports leaseholders told LBC News that flats are “largely unsellable now, because mortgage lenders want to know that they are safe, and more sites can't demonstrate that they are safe.” "So you've got 900,000 to one million people living in blocks of flats that are higher than 18 metres which are affected by the cladding crisis." Even if the cladding has been removed, the flats are un-mortgageable without the EWS1. Leaseholders have also been saddled with enormous bills running into tens of thousands of pounds to carry out work, as well as paying monthly costs to employ people to ‘watch’ the building. Buying a leasehold property is fraught with difficulty and you should buy freehold property if you can. Other articles available at Money Tips Podcast - www.moneytipsdaily.com Millions of people face a bleak future post-Coronavirus lockdown, as businesses disappear and the job furlough scheme eventually comes to an end. However, life doesn’t have to end because of lockdown! You can join thousands of ordinary people who have increased their income and added streams of new income during this period. Are you ready to adapt to the new economic model? As lockdown restrictions around the world are being eased, the economic model has subtly changed forever. How will you adapt to this new way of working and running a business, what obstacles and opportunities lies ahead? Will you be a participant or spectator in this revolution? By Charles Kelly, Property Investor, Author of Yes, Money Can Buy You Happiness and creator of Money Tips Podcast. There are more examples and practical steps to getting rich and being happy in my book, Yes, money can buy happiness, I cover the 3 R’s of Money Management, the Money B.E.L.I.E.F System and much more. Check it out on Amazon http://bit.ly/2MoneyBook. If you’d like further information on how to survive the crisis and even quit the rat race, email me at Charles@CharlesKelly.netor send me a message through Facebook or my Money Tips Daily community. See more articles at www.moneytipsdaily.com

Morenike Ajayi joins me in the guest chair today to discuss how to own and thrive in your career, how to be audacious and push for the career of your dream and not take no for an answer . She shares so many relatable stories. I've been following Morenike the founder of CareerNuggets for a while now and I'm in awe of what she has achieved in her job and what she has done to advance career growth amongst the BAME (Black, Asian and Minority Ethnic)community in England. . Morenike is a successful senior finance executive for a Housing Association. Morenike has taken on several roles notably with Transport for London, PricewaterhouseCooper and the Local Authority sector. Founder of the Career Nuggets, author of a number of books including CAREER NUGGETS: UNDENIABLE SECRETS FOR CAREER SUCCESS. Recipient of numerous awards including . .WINNER: The National Diversity Awards 2017 – Role model for Race, Religion & Faith . Award: Top 100. Rising Stars Awards -We are the city . WINNER: The Precious Awards 2017 – Outstanding Woman in Banking & Finance. In this episode , you will learn How Morenike conquered her inhibitions and self-consciousness to go for her dream role The keys to getting the job you want. How to make a career change the right way and so much more. Promises to be very informative. Enjoy. . To contact Morenike , please check her instagram page https://www.instagram.com/careernugget . Looking to advance in your career, join the career nuggets mentorship program https://www.careernuggets.tv/mentor-program/ . Also head over to the career nuggets website for loads more information https://www.careernuggets.tv/ ........................................................................... Did you like this episode , please don't forget to Subscribe, rate and leave a review on apple podcast. Thank you . Follow me on instagram. https://www.instagram.com/247girlboss and https://www.instagram.com/247girlbosspodcast and on all other social media platforms. . Ready to take on the challenge? Take the first steps to creating a career blueprint in 5days. Sign up for the Careers-by-design-a-beginners-guide . Be the first to know when new episodes are released and to get great discount on products and services features on the podcast. Join the mailing list and receive our regular 247Girlboss -Newsletter Thanks for listening , please don't forget to subscribe! . Thanks for listening , please don't forget to subscribe!

David Schless President of ASHA on the horizon of change in senior housing.Host Bobby GuyMusic by Banks & Guy. Listen on Apple Music or SpotifyFor more information about the 10 Min. HealthBizCast podcast, visit https://www.healthbizcast.net/

035: Vital Resources from BoardSource (Jim Taylor)SUMMARYHow can a nonprofit leader take advantage of the resources BoardSource has to offer, especially in a time of uncertainty and strategic challenge? The answers come from Jim Taylor, who not only highlights the tools available from BoardSource for nonprofit leaders everywhere, but also leans on his personal and professional experience to add even greater value for listeners of this episode of the Path. A pandemic certainly highlights vulnerabilities within the nonprofit sector, and Jim thoughtfully discusses existing issues for nonprofit boards as they consider their commitment to equity. We also discussed the dueling challenges facing many nonprofit CEO’s, who struggle with either a dis-engaged board OR one that is micromanaging them. What can staff leaders do to help board members better engage? What can board members do to be more effective? How does BoardSource help both sides? We tackle these questions and much more.ABOUT JIMAs Vice President of Leadership Initiatives, Jim focuses on leading BoardSource’s efforts to position nonprofit boards for stronger leadership on diversity, inclusion, and equity. This includes leading the organization’s work to spark and support understanding, action, and change at the board level on these issues; serving as an external representative, speaker, and writer; developing new resources and programming; and partnering with peer organizations around the country. Prior to joining BoardSource, Jim served as the Vice President of Multicultural Leadership at AARP, the Director of Community Relations and Director of Community Development at Capital One, Director of Product Innovation at Fannie Mae, and Corporate Relations Program Officer at the Fairfax County Office of Public Private Partnerships. Jim has served on boards of directors and advisory boards of multiple nonprofits, including Carpenter’s Shelter, the Latino Economic Development Center, the Housing Association of Nonprofit Developers, the Affordable Housing Conference of Montgomery County, Shelter House, and LearnServe International. Jim is from Long Island, New York and earned an MBA from the University of North Carolina Kenan-Flagler Business School and a BA from the University of Virginia.EPISODE TOPICS & RESOURCESJim’s article What Board Commitment to Equity Looks Like in This MomentBoardSource’s special Resource Guide on COVID-19Michael Watkins’ book The First 90 Days

In this week's episode, we have the author of Maintenance Man to Millionaire: Real Estate Wealth Creation for Everyday People, Glenn Gonzales, as he talks about how he got started and how he took advantage of the opportunities available to him. In this interview, we'll learn that there's no work too big or too small as long as you do good in whatever you do and when opportunities come your way, don't be afraid to take risks. Our guest speaker, Glenn Gonzales, is currently the CEO of Obsidian Capital Company. He has 25 years of experience in the multifamily real estate industry. He has overseen the operations of over 7,000 units across 38 properties in five states. Has a proven track record of profitable multifamily, commercial and residential real estate investments. He served as Treasurer on the Board of Directors for the Washington Multi-family Housing Association and was elected as President of the association in 2006. From 1994 to 1998, Glenn was a board member for the Utah Apartment Association. He also served a two-year term as the Chairman of the Public Relations Committee and a one year term as the Secretary-Treasurer for the Institute of Real Estate Management (IREM). Since 1994, Glenn has also been an instructor for the Apartment Associations in local markets. Prior to his position as President and partner at PPA Real Estate Management, Glenn spent many years working in multi-family and commercial property management with companies such as Equity Residential, Evergreen Management Group, Glacier Management and gained a great deal of experience at Pacific Property Company, a value-add investment firm. He is also a licensed real estate broker in multiple states and Certified Property Manager from IREM. Glenn sold most of the assets owned by NAPA Ventures and only has 2 remaining with his old business partner. Glenn's book "Maintenance Man to Millionaire: Real Estate Wealth Creation for Everyday People" is available on Amazon ( Kindle and Paperback) To contact Glenn, you may send him an email at glenn@obsidiancapitalco.com -------------------------------------------------------------------------------------------------------- To check on my latest podcast, please subscribe to Starkey Multifamily Podcast To connect with me, you may reach me on Reed@StarkeyCapital.com To know about our events and meetups, please join our Facebook group: https://www.facebook.com/groups/StarkeyMultifamily --- Support this podcast: https://anchor.fm/reed-starkey/support

Jacob Gehl runs Blueprint which is an advisory firm exclusively focused on seniors housing and healthcare real estate. Listen along as we discuss business... and even the highs and lows of running a business.

Featuring David Blower – Corporate Services Director, Dean Ballard – Head of Customer Insight and Clare Bray – Development Manager at Stonewater. https://www.stonewater.org/about-us/our-vision/

On this week's episode of "Open House with Team Reba", Reba and Eric welcome one of their favorite guests, Sean Martin - Executive Director of the Rental Housing Association of Washington. They talk about important topics impacting both investors and tenants, housing rights, affordable housing, new laws, and much more. First up is Eric's mortgage update. Rates are holding relatively steady. There are signs the economy is going better than we thought, with the builder confidence index at its best in 20 years. That can sometimes make interest rates go up, but we aren't seeing that yet. 30 year conventional fixed-rate is at 3.79%, 15 year conventional fixed at 3.44%, and FHA & VA at 3.41%. Listen in for the full update and details on refinancing. A lot of people think this time of year is relatively slow for real estate, but that's actually not the case. December is great for people who finally have a little extra time off to make some changes in housing. So if you're thinking of listing, you don't have to wait for the summer/spring markets, now is still a great time to sell!

It's happening on Saturday December 21st in aid of Tinteáin Housing Association. Buskaid is a busking collaborative in the City that culminates in a huge sing-song at 5pm in John Roberts Square.

Julie Haywood is director of community investment for WHG, a "profit for purpose" housing association in Walsall.Her role is focused on people: happier people have better lives, she says.In this episode Julie describes WHG's investment into communities and how it creates opportunities for people.Housing associations are anchor organisations, says Julie, and although commercial they should make profit for a purpose, to build and invest in stronger communities.Social value includes digital and financial inclusion, money management, helping people to move into the job market and other and wraparound support. It helps tenants pay their rent and stay in their homes.Julie also covers:Cross subsidy to build more homes.WHG's buying power means it plays a big role in community transformation.The biggest barriers to achieving effective social value.WHG's community investment strategy.Supporting local businesses to become part of the WHG supply chain.Social value is part of WHG's overall corporate plan with clear KPIs (Key Performance Indicators).WHG's plans for the future when it comes to social value.Enjoyed the podcast? Please leave a review or rating! And if you are interested in being interviewed and are from an existing social enterprise creating a proven impact, please contact presenter Heidi Fisher at Make An Impact CIC.

Jean Jarvis MBE is the managing director of Fuse Enterprise CIC, part of Wrekin Housing Group, a £70m-turnover organisation using its spending power to buy social, embedding social value into every decision, and using champions to spread the social enterprise message.Fuse has a cleaning, grounds maintenance and environmental services division which has grown from 1 to 13 staff, and launched and manages the Northfield Centre, a Social Enterprise Hub including a women's refuge, GP surgery and pharmacy in Staffordshire.Jean also leads on social investment in the Wrekin Housing Group. When Fuse originally became part of Wrekin in 2013 few people knew about social enterprise, but now the group recognises itself as a social enterprise.In this episode Jean covers Wrekin's journey embracing (and becoming a) social enterprise and delivering social value. She talks about:Her excitement over Wrekin's transition into a social enterprise.How Jean built support for the social investment strategy.Social value is now embedded into decisions made throughout Wrekin.Measuring a range of social value metrics to be reported at every board meeting.Recognising the need to buy local as well as social.Building capacity in the social enterprise sector and building an environment of social awareness.How Wrekin's 35+ social enterprise champions were recruited and educated, spread the word and build enthusiasm for social enterprise.They also promote replication and a culture of change.Why Jean believes all businesses should be social enterprises – and other housing associations should follow Wrekin's examples.Enjoyed the podcast? Please leave a review or rating! And if you are interested in being interviewed and are from an existing social enterprise creating a proven impact, please contact presenter Heidi Fisher at Make An Impact CIC.

In this episode Gerard is joined by group chief executive of housing association inCommunities, Geraldine Howley OBE, who has headed the organisation since its inception in 2003. A key influential figure across the housing sector both in her local patch of Bradford and West Yorkshire and nationally, Geraldine gives us an insight into the complexity of setting up a housing association from scratch, moving to a 30-year strategic plan, getting the right balance of housing stock, both old and new, for any given area and crucially how a housing association can work in partnership with housing developers to form a complementary, rather than competitive, relationship.

In our last interview in this month's focus on regenerative communities, I had the pleasure of speaking with Alan O'Hashi, Alan is a newspaper journalist turned documentary filmmaker and screenwriter who works with groups and organizations to help them tell their stories and is also organizing an intentional creative community in Cheyenne, Wyoming. For the focus of this interview Alan speaks from his experience as a board member of the US Co-Housing Association and his time living in Silver Sage Village, a co-housing retirement community in Boulder, CO. In this interview Alan defines co-housing communities and their myriad configurations across the country. We explore the benefits that co-housing can bring to your lifestyle regardless of how you live, as well as the challenges that it could present for people more accustomed to living alone or who are used being independent and disconnected from their communities. We also discuss where the co-housing movement is headed and how it's growing quickly as people, especially in the United States, aspire to become more connected and reliant on their local areas. If you live in a co-housing community, are considering moving to one, or have left one because of the challenges involved, I would love to hear from you in the comments, or directly through info@abundantedge.com. Now that I'm actively searching for a new home and community to invest in, co-housing is something I'm looking into closely and would love to hear about your personal experience. I'll turn things over now to Alan. Resources: US Co-Housing Association Silver Sage Village

PREMIER NOTLEY In our week of leaders, we’ll be joined today by Premier Rachel Notely. OPIOIDS AND THE PROVINCIAL GOVERNMENT What do the provincial governments need to be doing to address opioid addiction and overdoses in Canada? We'll chat with Donald MacPherson of the Canadian Drug Policy Coalition. NEW HORIZONS MALL HAS NEW ANCHOR TENANT A new market has announced its tenancy at the New Horizons Mall. SENIOR CARE In our continuing topical coverage of election issues, today we'll be chatting with the Alberta Seniors Communities and Housing Association. FAIRBANKS TO CALGARY Filipe Masetti has ridden horseback in North and South America from North to South, now he's planning Fairbanks Alaska to Calgary to complete the trip.

President Higgins hosted a reception for staff and residents of Clúid Housing Association. See https://president.ie/en/diary/details/president-receives-staff-and-residents-of-cluid-housing

On this episode, 'Open House" was joined by Sean Martin, Executive Director of the Rental Housing Association of Washington. He updated us on Seattle's Rental Laws, tenants rights, landlord rights, and Seattle issues.

Irene Martin-Lindsay of the Alberta Seniors Communities & Housing Association on a new approach to dealing with seniors in the province.

Irene Martin-Lindsay, executive director of Alberta Seniors Communities & Housing Association, speaks about some of the challenges seniors face.

Welcome to Episode 94 of the Mobile Home Park Investors podcast, hosted by Jefferson Lilly and Brad Johnson, with the Park Street Partners. Today’s guest is DJ Pendleton, the Executive Director of the Texas Manufactured Housing Association. DJ discuss the behind-the-scenes of what goes into lobbying for the manufactured housing industry in Texas and what kinds of things the Association pushes for in the legislature.   Key Takeaways: [3:15] What did DJ do prior to getting into the mobile home park industry? [6:10] What is the main mission or objective of the Texas Manufactured Housing Association? [9:05] The Texas MHA has both annual and quarterly meetings with the members. [10:45] What kind of data does the Texas MHA collect among its members? [12:45] How does DJ prioritize what to lobby against? [18:15] In what areas is Texas leading the charge in legislature compared to other states? [22:15] What kind of legislature wins has Texas had over the years? [29:30] DJ discusses how the Texas MHA was able to get rid of over a million tax liens on mobile homes. [37:25] What are some of the Texas MHA goals for this year? [41:05] If a septic field fails, you can not rebuild it in Texas if it’s within 50 ft of a property line. Is this true? [44:15] What happens to the victims of the hurricane disaster who were living in mobile homes? Will they be able to move back into their homes?   Mentioned in This Episode: Park Street Partners Investment Opportunities Park Street Partners Business Resources LinkedIn: Mobile Home Park Investors Group Send deals to Deals@parkstreetpartners.com Texasmha.com Email DJ: dpendleton@texasmha.com  

Welcome to Episode 94 of the Mobile Home Park Investors podcast, hosted by Jefferson Lilly and Brad Johnson, with the Park Street Partners. Today’s guest is DJ Pendleton, the Executive Director of the Texas Manufactured Housing Association. DJ discuss the behind-the-scenes of what goes into lobbying for the manufactured housing industry in Texas and what kinds of things the Association pushes for in the legislature.   Key Takeaways: [3:15] What did DJ do prior to getting into the mobile home park industry? [6:10] What is the main mission or objective of the Texas Manufactured Housing Association? [9:05] The Texas MHA has both annual and quarterly meetings with the members. [10:45] What kind of data does the Texas MHA collect among its members? [12:45] How does DJ prioritize what to lobby against? [18:15] In what areas is Texas leading the charge in legislature compared to other states? [22:15] What kind of legislature wins has Texas had over the years? [29:30] DJ discusses how the Texas MHA was able to get rid of over a million tax liens on mobile homes. [37:25] What are some of the Texas MHA goals for this year? [41:05] If a septic field fails, you can not rebuild it in Texas if it’s within 50 ft of a property line. Is this true? [44:15] What happens to the victims of the hurricane disaster who were living in mobile homes? Will they be able to move back into their homes?   Mentioned in This Episode: Park Street Partners Investment Opportunities Park Street Partners Business Resources LinkedIn: Mobile Home Park Investors Group Send deals to Deals@parkstreetpartners.com Texasmha.com Email DJ: dpendleton@texasmha.com

On this episode of 'Open House' withe Team Reba, we will be joined by Denise Myers, Education Director with the Rental Housing Association of Washington (RHAWA). We’ll be discussing the “Rental Housing Academy” which is an education program for landlords and others with a focus on managing their business, managing rentals, understanding the law, and much more!

On this episode we are joined by Sean Martin of the Rental Housing Association of Washington to discuss a bit of a controversial issue in Seattle – the infamous “First Come, First Serve” Rental Law. Hear all about how the RHA is suing the city (on behalf of landlords), and how this affects the local real estate market.

Rents deemed unaffordable in Vancouver/City to expand supply of ‘family' units of apartments/condos Canada's largest credit union is warning that young workers who have long since abandoned hope of owning a home in the Vancouver area are now being priced out of the city's rental market. A new report from Vancity explores the tight rental market across Vancouver and the problem it poses for the so-called millennial generation. Vancity vice-president of community investment, William Azaroff, says the report shows only the Marpole and East Hastings neighbourhoods remain affordable for the average worker under 40, earning less than $40,000. http://bc.ctvnews.ca/vancouver-rental-market-too-pricey-for-young-workers-report-1.2977311 Families looking for housing in Vancouver may soon see a much-needed break if a new housing proposal passes City Council. Vancouver City Council is set to vote on an upcoming proposal that could require new strata housing developments have 35 per cent of their units include two bedrooms or more. The plans hope to increase the supply of family-suitable units across the region through a new housing policy that will require 25 percent of units in multi-family strata rezoning projects to be two-bedrooms and 10 per cent to be three bedrooms or more. http://globalnews.ca/news/2812267/vancouver-plans-to-expand-housing-supply-for-fa

TOPICRevitalization in Baltimore after Freddie Gray GUEST Mel Freeman is the former Executive Director of http://www.cphabaltimore.org/ (Citizens Planning & Housing Association), a regional organization whose mission envisions a well-planned Baltimore region with equity among jurisdictions, where citizens respect diversity and have access to responsive government and quality housing in vibrant neighborhoods. Currently, Mel is leading his own consulting firm, Freeman Consulting Group, where he continues to work to advance community-led planning processes that provide residents and organizations with the tools to self-manage change within their own communities. His approach is grounded in the belief that people change neighborhoods themselves not by waiting on others to lead the way. ORGANIZATIONThe http://www.cphabaltimore.org/ (Citizens Planning & Housing Association) (CPHA) is the catalyst for civic action to bring about a healthy, inclusive Baltimore, with economically vibrant communities and opportunities for all people. The organization does this by bringing together people and neighborhoods to create innovative solutions to challenging, community-wide problems; empowering citizens with information and skills for advocacy and organizing; and championing solutions through legislative and policy reforms. Their programs include Community Association Support and Leadership Training, Policy Research and Legislative Pressure, Citizen Outreach and Organizing, and more. Website – http://www.cphabaltimore.org/ (http://www.cphabaltimore.org/) Facebook – https://www.facebook.com/bmorecpha (https://www.facebook.com/bmorecpha) Twitter – https://twitter.com/bmorecpha (https://twitter.com/bmorecpha) TAKEAWAY QUOTES“There is a big fear of the word gentrification, do we have to have other folks who don’t look like us in our neighborhoods to increase the value of our communities?” “There is never enough public money, ever! So private investment needs to happen in these communities.” “We do need change in communities, but we also need to secure the families that are there.” “You can’t get anything done unless you’re out there talking to people, and trying to really understand what their needs are.” “Nobody in their neighborhood uses this train, hundreds of cars drive to this train station and then those people go to work, and those jobs are for them, not for us.” “What we have to do is get out in these communities and talk about what is for them, and not have them constantly thinking that the next thing that happens in their community is not for them, it is for them and they need to know that.” THANKS FOR LISTENING Thanks so much for joining us. Have some feedback or an idea you’d like to share? Leave a note in the comment section below. If you enjoyed this episode, please subscribe and leave an honest review for Infinite Earth Radio on iTunes. Ratings and reviews are super helpful and greatly appreciated as it helps us expose this show to a wider audience – plus, we read each and every one of them!

In this episode of Open House with Team Reba, Eric and Reba talk to their guest, Sean Martin with Rental Housing Association of Washington.

From the Management news series: five undergraduates talk about their innovative idea to supply and fit low cost energy saving devices for a housing association; and a recent graduate of the MBA programmed discusses why an MBA can help in today’s competitive environment.

From Big issue sellers to people working with the homeless - people from Brighton talk about being homeless.

Transcript -- From Big issue sellers to people working with the homeless - people from Brighton talk about being homeless.

From Big issue sellers to people working with the homeless - people from Brighton talk about being homeless.

Transcript -- From Big issue sellers to people working with the homeless - people from Brighton talk about being homeless.

One of the major policy tools to address the affordable housing crisis is inclusionary housing, also called inclusionary zoning. These ordinances require or encourage market rate developers to include a percentage of homes in their projects - often 10-20% - that will be affordable to low and moderate income households.On this episode of the Affordable Housing podcast, Joanne speaks with Dianne J. Spauling, Executive Director of the NonProfit Housing Association of Northern California (NPH), about the history of inclusionary housing, what works and what doesn't, and how it is helping to increase the supply of affordable housing in California.

One of the major policy tools to address the affordable housing crisis is inclusionary housing, also called inclusionary zoning. These ordinances require or encourage market rate developers to include a percentage of homes in their projects - often 10-20% - that will be affordable to low and moderate income households.On this episode of the Affordable Housing podcast, Joanne speaks with Dianne J. Spauling, Executive Director of the NonProfit Housing Association of Northern California (NPH), about the history of inclusionary housing, what works and what doesn't, and how it is helping to increase the supply of affordable housing in California.

Seniors Housing facilities in Alberta have undergone landmark changes over the past decade. The needs of seniors have expanded and become more complex, often leaving loved ones confused and overwhelmed as they seek to find accommodation appropriate to these incremental needs. Health and housing standards and levels of supportive living are being developed with the intention of simplifying this process for Albertans. Dennis, who has worked on provincial committees assisting in developing these standards, will present: … an historical overview of seniors housing in Alberta … the changing realities and perceptions … the challenges and benefits of implementing the new standards … costs of Seniors Housing, and … a belief that, together, we can make the Seniors Housing system in Alberta better for today and tomorrow. SPEAKER: Dennis King, Past President Alberta Senior Citizens¹ Housing Association After retirement in 2000 as a Principal with the Palliser School Division, Dennis became actively involved in issues affecting Seniors: … Green Acres Foundation 1999 ­ 2006 (Board member and Chair) … Seniors Advisory Council of Alberta 2000 - 2005 … Lethbridge Seniors Community Forum 2004 to present … Alberta Seniors Citizens¹ Housing Association 2003 ­ 2006 (Board member and President) … Providence Home Homeowners¹ Association, Coaldale 2003 ­ 2006 (Board member and President) … ASCHA Health and Housing Standing Committee, 2005 to present (Chair) MODERATOR: Diane Poynter DATE: January 4, 2007