Podcast appearances and mentions of lisa wise

In this episode of "5 Minute Advice for Authors," we welcome lisa wise, author of "Self-Elected: How to Put Justice Over Profit and Soar in Business." lisa, a change-maker and entrepreneur, shares her insights on justice-based business practices and offers a fresh perspective on how businesses can balance social responsibility with profitability. She also offers valuable tips for aspiring authors, discussing the benefits of collaboration in writing and finding a personal writing rhythm. Hear about lisa's unique experience creating an audiobook and how it deepened her connection to her work. Tune in for an inspiring blend of business ethics and author insights!Learn more about the best podcasts for authors, and how to become a thought leader worth listening to at http://5MinuteAdviceforAuthors.comSubscribe to our YouTube Channel for more wisdom: Twin Flames Studios

Jenn Foster and Melanie Johnson co-owners of Elite Online Publishing, Interview Lisa Wise about her captivating story of growing up in challenging circumstances, her early experiences as a relentless entrepreneur, and her transition into the realm of property management with a unique and compassionate approach. What You'll Learn In This Episode: How to foster an inclusive workplace. How to align your business with core values. How to become an influential leader. Quotes: "When you're not thinking about creative consumption and creative procurement, that's a very practical and tangible way of saying, can I do good and save money at the same time and time you can, there are so many ways of looking at things that can impact your business favorably and impact the world favorably." (07:42) "You can get places faster by being curious yourself about who's done things well and reteach yourself how to lead in a way that makes sense and feels fulfilling to you and to the people you're leading and a well led organization will always be more attractive." (14:10) "So that diversity, authentic diversity, where you have. Young people, older people from different kinds of backgrounds. It really does break down those binary assumptions that we make about each other and feeling like you're boxed in." (19:45) About Lisa Wise: Lisa is the founder + chief strategist of flock dc, a family of real estate management companies in Washington, D.C. flock is a purpose-driven, values-based company that offers a new model for business in a world that will increasingly depend on companies to contribute to stronger and more sustainable communities. Lisa's passion for the hands-on work of “landladying” took shape 25 years ago when she purchased a little historic adobe duplex in Tucson, Arizona. Property management had always been her side hustle, but in 2008, landladying for a living started to sound good, so she gave up her nonprofit political work knowing she could deliver real managing homes. Today, flock keeps 65 folks employed and aggregates over 6.5 million in business annually. All told all together, they manage over two billion dollars in real estate, and with her team, she built the companies one door at a time. Learn More Here

TWLX Broker/Owner 2023: Marketing Mastery Panel with Pablo Gonzalez, lisa wise, Chuck Hattemer Join us as we dive into the world of marketing mastery with our special guests from the TWLX for Broker Owners event.  Hosted by Pablo Gonzalez, the Founder/CEO of Be The Stage, this panel discussion features industry experts Lisa Wise, Owner + Founder of Flock, and Chuck Hattemer, Co-founder & CMO of Poplar Homes. Discover strategies for identifying key pain points, standing out in property management, investing in relationships, leveraging strategic partnerships, unlocking word-of-mouth marketing, implementing omnichannel strategies, and building your brand through free opportunities. Don't miss this episode packed with actionable insights to elevate your marketing game and achieve remarkable results. Got questions? Email us at triplewin@secondnature.com To see what other professional property managers are doing in your area, schedule a call at https://rbp.secondnature.com/triplewin Join our private Facebook group just for professional property managers at https://bit.ly/3jezcLp Stay up to date on events and resources on our website https://rbp.secondnature.com/community Be sure to follow the Triple Win Property Management podcast by Second Nature and never miss an episode! Hosted by Laura Mac  Featuring Pablo Gonzalez, lisa wise, Chuck Hattemer Produced by Andrew Smallwood, Laura Mac, and Carol Housel Edited by Isaac Balachandran  

TWLX Broker/Owner 2023: Marketing Mastery Panel with Pablo Gonzalez, lisa wise, Chuck Hattemer Join us as we dive into the world of marketing mastery with our special guests from the TWLX for Broker Owners event.  Hosted by Pablo Gonzalez, the Founder/CEO of Be The Stage, this panel discussion features industry experts Lisa Wise, Owner + Founder of Flock, and Chuck Hattemer, Co-founder & CMO of Poplar Homes. Discover strategies for identifying key pain points, standing out in property management, investing in relationships, leveraging strategic partnerships, unlocking word-of-mouth marketing, implementing omnichannel strategies, and building your brand through free opportunities. Don't miss this episode packed with actionable insights to elevate your marketing game and achieve remarkable results. Got questions? Email us at triplewin@secondnature.com To see what other professional property managers are doing in your area, schedule a call at https://rbp.secondnature.com/triplewin Join our private Facebook group just for professional property managers at https://bit.ly/3jezcLp Stay up to date on events and resources on our website https://rbp.secondnature.com/community Be sure to follow the Triple Win Property Management podcast by Second Nature and never miss an episode! Hosted by Laura Mac  Featuring Pablo Gonzalez, lisa wise, Chuck Hattemer Produced by Andrew Smallwood, Laura Mac, and Carol Housel Edited by Isaac Balachandran  

In 2022, Lisa Wise co-founded Birdwatch, a tech powered, high touch home maintenance service in Philadelphia and Washington, DC. In her role as Chief Strategic Officer, Lisa brings substantial subject matter expertise to the work of Birdwatch.  From scaling maintenance, building effective teams, driving growth, directing brand identity, culture, and marketing, she has successfully built and run companies that take care of thousands of residents in their homes. She can also fix toilets and paint without taping! In 2022, Lisa wise authored business book/memoir “Self Elected: How to Put Justice Over Profit and Soar in Business.” During this writing journey, together with an advisory board, Flock launched the  birdSEED foundation , a philanthropic effort to advance economic and housing justice for the BIPOC community. birdSEED offers no-strings down payment grants to first-time BIPOC home buyers in Washington, DC and Philadelphia. When not change-making and homemaking, you can find Lisa surrounded by pets and hiking DC's famous Rock Creek Park with her best friends — her eleven-year-old son Beckett and her wife Cameron. Contact Lisa Wise: https://www.meetlisawise.com/ Dr. Kimberley Linert Speaker, Author, Broadcaster, Mentor, Trainer, Behavioral Optometrist Event Planners- I am available to speak at your event. Here is my media kit: https://brucemerrinscelebrityspeakers.com/portfolio/dr-kimberley-linert/ To book Dr. Linert on your podcast, television show, conference, corporate training or as an expert guest please email her at incrediblelifepodcast@gmail.com or Contact Bruce Merrin at Bruce Merrin's Celebrity Speakers at merrinpr@gmail.com 702.256.9199 Host of the Podcast Series: Incredible Life Creator Podcast Available on... Apple: https://podcasts.apple.com/us/podcast/incredible-life-creator-with-dr-kimberley-linert/id1472641267 Spotify: https://open.spotify.com/show/6DZE3EoHfhgcmSkxY1CvKf?si=ebe71549e7474663 and on 9 other podcast platforms Author of Book: "Visualizing Happiness in Every Area of Your Life" Get on Amazon: https://amzn.to/3srh6tZ Website: https://www.DrKimberleyLinert.com Please subscribe, share & LISTEN! Thanks. incrediblelifepodcast@gmail.com Social Media Links LinkedIn: https://www.linkedin.com/in/dr-kimberley-linert-incredible-life-creator/ Facebook: https://www.facebook.com/kimberley.linert/ Instagram: https://www.instagram.com/drkimberleylinert/g Twitter: https://twitter.com/LifeKimberley Tumblr: https://www.tumblr.com/settings/blog/incrediblelifecreator Pinterest: https://www.pinterest.com/lifekimberley/_saved/

Lisa Wise is the Chief Strategic Officer and co-founder of Birdwatch, a subscription-based home maintenance service helping busy homeowners save time, money, and energy on home repairs. From leaky roofs to wallpaper installation, Birdwatch offers a comprehensive suite of services completed by qualified and reliable technicians. Lisa explains how Birdwatch's long-term service model creates a better homeowner experience than episodic contracting, and shares how Birdwatch is contributing to the greater good through its status as a Public Benefit Corporation. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Lisa Wise is the Chief Strategic Officer and co-founder of Birdwatch, a subscription-based home maintenance service helping busy homeowners save time, money, and energy on home repairs. From leaky roofs to wallpaper installation, Birdwatch offers a comprehensive suite of services completed by qualified and reliable technicians. Lisa explains how Birdwatch's long-term service model creates a better homeowner experience than episodic contracting, and shares how Birdwatch is contributing to the greater good through its status as a Public Benefit Corporation.

Leadership Hardin County class members Shane Whitt from Brandenburg Telecom and Lisa Wise from Communicare give details about the class project to help bring a…

Stop looking for the change; become it. It's become a thread in my life for probably over a decade now when I began writing Color Today Pretty. It's been a cornerstone to how I see my personal life and interactions with others. But when I had the opportunity to read Self-Elected by lisa wise, I realized that it is a responsibility of business owners to… actually, it's a privilege. lisa is the owner of a successful suite of property management businesses in the DC area, but as with most people, behind the person is a story that shaped her story. lisa experienced a childhood that was short on housing and security, and instead of continuously looking for it, she found it and now helps others found it too. She became the change the world needed… she needed. And her businesses are built from it, serving people and communities along the way. I'm so excited to welcome you into a meaningful conversation lisa and I had about emPact… specifically the emPact each one of us has on the world, on business and with books. I've had the pleasure of reading her book, creating her book marketing plan, supporting her initiatives and more. But beyond any emPact I've been able to impart on her, she's the one who's left an emPact on me. Want to hear why? Join us for a conversation that I am confident will leave you ready to self-elect.Marketing should emPower you, not be the bane of your existence. (I see you, author... and I know that you likely despise the word and all that comes with it!) You've found your one-stop-shop for marketing insights from an author who has been there, done that, and knows exactly what you need. The emPowered Author Podcast is the deep-dive, share all the good stuff marketing podcast for nonfiction authors who know the power of marketing and want innovative, out-of-the box strategies and tactics that are realistic, attainable and impactful. It's hosted by me, Stephanie Feger, who happens to be the author of several books and the owner and chief strategist of the emPower PR Group, a boutique marketing solution for nonfiction authors. If you'd like to explore how we could help you, take advantage of our 15-minute chit-chats for some focused marketing insights and learn more about our offerings. Also, follow the emPower PR Group on social: Facebook, Twitter, Instagram and LinkedIn.

Welcome, Closers! Today, I'm interviewing Lisa Wise Chief Flockster at Nest DC.Lisa Wise is a champion of her community and her company. We talk about navigating through the pandemic and the sacrifices she made so her employees didn't have to.She dives into the unique level of trust they have a Nest and how giving your employees the freedom to be themselves always has positive impacts. The mentality at Nest is different than many other property management companies and it shows. If you're looking to change the norm then this is the one for you. "I trust my team to do their best work, and then I step back." - Lisa Wise Visit: https://meetlisawise.com/  Nest DC: https://www.nest-dc.com/  Simplify sales, streamline operations, grow faster, and scale your business. Learn more about LeadSimple - click here.

At DoorGrow, we aim to expand the property management industry and help the best property management entrepreneurs win. We love gathering new strategies and ideas to help savvy property managers grow their businesses. In this episode, property management growth expert Jason Hull interviews Tommy Chambers from Chambers Theory about the secret to his success. You'll Learn… [02:08] The Secret Power of Trust Equity for Improving Churn Rate [08:59] Keeping on Clients… Even When they Don't Really Need You Anymore [15:09] Benefitting Homeowners and Investors with Ongoing Management [21:02] Why Recognizing Your Team Matters [26:07] Systems Every Business Should Have [31:23] The Importance of Establishing Company Culture Tweetables “It's not just about growth. It's also about keeping the ones you have and the clients you have satisfied. So our strategy has been to take care of our people.” “If your churn rate is high, that means you then have to replace all the doors you are losing every single month. If you're replacing every door that you're losing constantly, then you have stagnation.” “It's far easier to keep a client than to go acquire new ones... and far cheaper.” “Hiring is hard. One of the hardest transitions I see entrepreneurs go through is solopreneur to having a team.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive TalkRoute Referral Link Transcript [00:00:00] Tommy: We said, "Hey, your services don't have to stop when you come back to live in your own home. We can still be your property manager even if we're not collecting rent.   [00:00:08] Jason: All right. Welcome, DoorGrow Hackers to the #DoorGrowShow. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing in business and life, and you're open to doing things a bit differently. Then you are a DoorGrow Hacker. DoorGrow Hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you're crazy for doing it. You think they're crazy for not because you realize that property management is the ultimate, high-trust gateway to real estate deals, relationships, and residual income.   [00:00:46] At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry. Eliminate the BS, build awareness, change the perception, expand the market, and help the best property management entrepreneurs win. I'm your host property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now let's get into the show.    [00:01:11] Welcome to the #DoorGrowShow.    [00:01:13] Tommy: Yeah, thanks for having me. It's a pleasure to be on.    [00:01:15] Jason: Yeah. Glad to have you. So you've been doing property management for how long?    [00:01:20] Tommy: 21 years now.    [00:01:22] Jason: And how long ago did you start your business?   [00:01:25] Tommy: We started Chambers Theory in 2018. This was on the heels of my former company selling to a bigger broker and saw the opportunity to start fresh and bring my theory to the market of what property management should and could look like.    [00:01:42] Jason: Cool. Well, welcome to the show. So you guys reached out and wanted to be on the show, I guess you had been listening to the podcast for a while. We've never worked together, right?   [00:01:52] Tommy: Not yet.   [00:01:52] Jason: Not yet. Not yet. Right. So cool. Well, I'd love to hear how many doors do you guys have right now.   [00:01:58] Tommy: 717.    [00:02:01] Jason: All right. That's a nice number since 2018. So what's your biggest strategy to add doors? How have you grown the business so far?    [00:02:08] Tommy: You know, there's a lot of different ways we've approached that. There's a growth strategy just from organic growth. All of those doors have been organic growth. Of course, we look at acquisitions as well. And then, there's also the client retention. It's not just about growth. It's also about keeping the ones you have and the clients you have satisfied. So our strategy has been to take care of our people, use and try new tech, be early adapters with some new tech, and when we take care of our people and lean into some cool new products and leading-edge technology, the word gets out and when we're effective and take care of our people, people like to follow that. Clients like to follow companies where they have consistency of people they're dealing with and especially if they're happy with their jobs, it really works out well.    [00:02:55] Jason: I love what you said. One of the big things that a lot of businesses fail to look at is churn, you know, and retention. And your churn ratio or churn rate is basically the number of clients you had at the beginning of the month. And then, you divide that by the number of clients you have at the end of the month, basically is how you calculate churn. And so if your churn rate is high, that means you then have to replace all the doors you are losing every single month, if you're replacing every door that you're losing constantly, then you have stagnation, and a lot of business owners try to increase growth, increase lead then, and they don't focus on churn at all or retention at all. And they wonder why they're not making any progress. And it's kind of like trying to run uphill while somebody's pulling you backwards. So what are some things you've done to kind of decrease the churn rate and prevent clients from leaving? And one of the clients that tends to leave the most are accidental investors. Do you avoid those or are you good at convincing them to stay longer?    [00:03:56] Tommy: I love the analogy too. We actually use the analogy of pushing a rope uphill is when you have a high churn rate. Just doesn't make a lot of sense in that it takes a lot of energy to both reintroduce a new client to what your program's like and set expectations and agreements on that, but also to find them, so keeping the ones we have and keeping the ones we have happy is critical for us. And we actually have a high churn, natural high churn type of client base. A lot of our clients are military and US foreign service, which means typically we know when they sign on with us, they're gonna be back to their house in three years, which makes a really interesting... Mm, I'll call it calling or genre of residential property management. When you know your client's gonna be back in three years. You know, you have to plan for that replacement, and you also have this higher calling of care where: geez, this is not just somebody's investment property. This is their home they're going to come back to and the judgment is often a lot more meticulous when they come back and say, "How did you do taking care of my house?" not just, "How much rent did you earn me?"    [00:05:08] So some of the things we do are really to increase the level of care and communication the client feels during the period of time that we know we have them, and we call it building or losing trust equity in every interaction. So the way we describe trust equity is like having gas in your tank and you're going on a trip. You're only gonna go as far as you keep fueling up that gas in that tank. And for us, that gas in that tank with that client is trust equity. So in every interaction, we either see ourselves as building rapport, building trust equity or losing it, or losing the opportunity to build it. So a lot of our practices are focused on: how do we build up trust equity all the way through their journey and make it the full three years? And the positive side of the community that we're working with is: even though there's a high natural churn, there's also a high referral rate from one landlord client to another to utilize our services if we've done a good job for them.    [00:06:11] Jason: Yeah. I like that. Yeah. You know, refueling the tank or recharging the cell phone or, you know, anything. Like nothing just continually runs forever. Right? And I love the idea of trust equity. I've said many times on the show like I really believe sales and deals happen at the speed of trust.   [00:06:29] Tommy: Hmm.    [00:06:30] Jason: And, you know, retaining clients also happens related to trust. Like you're gonna keep clients if they trust you, and that trust is everything that you do in your business, everything that your business puts out there is either creating trust or taking it away to some degree with your clients. And so, one of the main things we focus on at DoorGrow with clients is taking all the major leaks that exist in their sales pipeline related to trust and helping short those leaks and that's always the language we've used around that is to try to make sure they're reducing the leaks. And there's lots of things in the sales pipeline that can destroy trust. It could be the brand. It could be maybe they're not destroying, but they're leaks in trust. Like they might trust a property management company over a real estate company when it comes to branding more.    [00:07:21] And so that could be a leak just at the branding stage there's leaks when it comes to your sales process, there's leaks when it comes to your website, there's leaks when it comes to your pricing, and all of these different things that exist throughout their experience in the sales pipeline can either add value and add trust and build it, or it can take it away. And this is why when we talk about cold leads versus warm leads, or going from a cold interaction or lead to close, the difference between cold and warm is trust, right? We're trying to nurture them through this sales process and through follow-up. And eventually, they get warm enough, they trust enough that we can close the deal, right? And then the trust cycle continues. You have to then onboard them effectively. You have to then make them feel safe because everybody has buyer's remorse after they purchase something. There's an initial dopamine high. When we make a purchase. And after that purchase, after we spend money, there is natural lull. Like it comes back down and that's where people kind of freak out and they look for the problem, and if they see one they're like, "Oh crap, did I make the wrong choice?" So making sure there's this smooth experience through the sales pipeline and then bridging over into onboarding and into their client experience.   [00:08:39] And if you onboard them well, and they have a good experience, you're gonna have a much higher retention rate. So now you've got people that are leaving most likely after about three years. So you've got like this three-year cycle. How do you deal with that? Because every three years you help that churn rate and that's better than some that are taking on accidental investors that are only gonna hang out for a year.    [00:08:59] Tommy: Yeah. So one of the ways we deal with it is-- which I think is unique, is we said, "Hey, your services don't have to stop when you come back to live in your own home. We can still be your property manager even if we're not collecting rent. Often, we were getting calls from clients that came back anyway saying, "Hey, you know, I was your client last year or two years ago. I need a recommendation on an HVAC company," or, "I need a recommendation on a plumber for Thanksgiving before my family comes to visit," or whatever it is. And it was like, well, oftentimes we were getting these calls back from clients anyway, saying, "I just need a contract recommendation," or "I'm going to be away from my house for three weeks on vacation. Can you just check on it once for me if there's a storm?"    [00:09:46] And what we decided to do is instead of treating it like a clumsy process to make it a formal process and organize that thing that was happening anyway, and we said, "Hey, when you come back, you don't have to close out your account. And you can continue to use us for anything related to your house and you can run your expenses through your escrow operating account in property management, and we'd be happy to be part of that for you and give you contractors when you need them." And we made the expense for that minimal, and it's not a profitable activity, yet it kept the connection and it also told these clients, "Hey, you know, we can trust this company even when they're not really making money from us, right, they're truly in it to serve us."    [00:10:32] And what happened is when they got their next assignment, whether they're military or foreign service, but they already had their account open with us, they didn't have to decide, "Oh, who do I want to interview?" Or "Who do I wanna start with this time in property management?" we made it easy for them to just keep going with us and recommend other people to start with us. So that's one of our nuances and I welcome other property managers to do it too. You don't stop serving them when they stop becoming a client, especially if they could become a client again or refer somebody else, you know, continue to offer them some kind of value even after you think that they're done.   [00:11:07] Jason: Yeah. That's fascinating. That makes a lot of sense in a military market. Yeah. That makes a lot of sense. Do you find that it is more of a loss leader or are you doing this at cost at least?   [00:11:18] Tommy: So I guess you could call it a loss leader if you tried to start a business that way. I mean, once you have a certain scale... our scale of our business, right, is we keep close track of how many property management hours per property we're spending throughout the year, and, you know, we have it down to a science exactly. You know, how many doors to our staff, not just per property management lead, but overall support staff. How many hours are dedicated to these properties? And what we find was keeping these accounts on wasn't costing us a lot of time, but it was giving us a really good return on trust equity. So we were building more trust equity when the client closed out their account, their normal rent collection account, and kept going with us from what we call a heat account or a home escrow account and the home escrow account, you know, we're charging $360 a year, a dollar a day, less than that, really. And oftentimes it was not profitable for us in terms of the hours we spent, but we'd spend, you know, five or six hours a year on those accounts, making recommendations, handling their expenses through their property account. So it wasn't like a money maker, but it really had a return in terms of these clients came back to us and they recommended other people to us because we were building trust in the process, not just cash.    [00:12:45] Jason: So this three-year cycle that you mentioned where they will go off for maybe about three years, and then they want to move back into the property. Do you know how long they're typically staying before they go off again?    [00:12:57] Tommy: Yeah. I mean, it depends on which government agency or department they work for. There's different requirements for each, which we've come to learn quite well. Sometimes they'll come back for, you know, let's say they work for the U.S. state department. They'll come back for one-year language training. So they're, you know, they're coming back from Bangkok and they're gonna be transferred to Nairobi, Kenya 12 months from now. So they know they're coming back just to learn the language of the next place they're going and all the more reason to just keep their account active, right?    [00:13:31] Jason: Yeah.   [00:13:31] Tommy: Often--   [00:13:32] Jason: So they're only back for a year and then they're probably out for maybe another three years?    [00:13:37] Tommy: Exactly. Yeah. So, you know, it tends to be a one or two-year return depending on the nature of their return assignment, domestic assignment. And then, another three years out tends to be.    [00:13:49] Jason: Wow. Okay. So, I mean, so the ratio skewed so that they're gone more than they're back. So by maintaining that relationship, you have built-in future clients.    [00:14:00] Tommy: Nailed it, yeah. Oh, and that maintaining the relationship is where the secret is, as we said. Not doing that turns growth into pushing a rope uphill. If you maintain that relationship, it makes it really easy for that business relationship to continue and that trust equity to grow.    [00:14:18] Jason: Yeah, it's far easier to keep a client than to go acquire new ones... and far cheaper. And it takes a lot less work and if they have a good experience with you, they already know you, trust you, like you, so like it's super easy. Next time they need it, they're gonna go with you as long as they had a good experience, and if that relationship has been maintained, they're still a client. Yeah, no-brainer. It's like, "Hey, we're going out again." "Cool." So pre-framing that from the beginning when you onboard a new client and letting them know, "Look, you're probably gonna go in some cycles. We're used to this. This is how we handle it. This is what we do," they'll just plan on staying with you forever.    [00:14:54] Tommy: Yeah, I'll tell you at first, it's an awkward value proposition, right? It's like, "Well, I'm back. Why do I need to keep a property manager?" And the answer is: you don't. You don't need to. You don't need us nearly as much as you did when you were on the other side of the world and we had a tenant.    [00:15:09] Jason: Yeah.    [00:15:09] Tommy: However, this is why every connection and communication is an opportunity to build trust is when they start to see, "Oh, I'd much rather call my property manager and have them deal with the contractor," or "call my property manager, see if they can check on this after a storm," or, "call my property manager..." whatever it is. The more that they see there's value in the process in the chain, then the more likely they are to say, "Wow, I actually wanted this. I didn't realize you guys even offer when I came back, I could just keep using you at a lower price." So, it's awkward at first because you're used to saying, "Well, these are the reasons we are worth property management: rent collection, and dealing with tenants," and you just have to change that and recognize that actually, we're valuable for a lot of things that the clients trust us on and including, you know, managing, making it easy for them to manage their home escrow account or their expenses related to their property, or we make it a lot easier for them to not call some contractor out of the yellow pages or Google somebody and get lucky. They already know that we have a tried and true stable of contractors.    [00:16:17] Jason: Yeah. Yeah. It's frustrating trying to find contractors and having to do the research, so I think that's a great selling proposition and property managers don't like giving out their vendors generally. So if they're a client and you're like, "Hey, let us handle this." If they come back to you... so what do you do in the situations where they're like, "Nope, I don't need you. And I don't want to do this. We're back. I got it handled. But then they call you up and they're like, "Hey who you got for me? You got a contractor that could do this or this?" Do you say, "Well, we have this great program," and you try and get them on the program?    [00:16:50] Tommy: Yeah. We try to reintroduce them to the program, and the reason why is because when you're out of the system, everything it's that much harder to translate the information to what needs to happen, right? Like, okay, you have something that needs to be done, but we don't have all the information in our system and as close anymore, and also our contractors, they like to know that if they bill a property manager, they're gonna get paid in two weeks. We build trust equity with the vendors too, not just the clients. So these contractors would rather get a call from us and say, "Okay, yeah, I'll be happy to do that job tomorrow or Monday, whatever it is because I know you're gonna pay me in two weeks when I send you the invoice," versus, "Oh, I've gotta deal with some homeowner that's calling me. Maybe it's good. Maybe it's not. I don't know if they're gonna pay me on time or if I am going to have to do an accounts receivable issue."   [00:17:43] It's just all smoother through our network when we have the account open. So yes when they call us back, we say, "Hey, of course we can give you the contractor's name and number, happy to do that. We're not gonna block you from that. However, the contractor's gonna prefer to hear from us anyway. So, you know, we're happy to set your account back up." we really put their account on pause if we think they're gonna be going back overseas in a couple of years, but yeah. I mean, we do reintroduce the concept, even if they closed out thinking they didn't need it.    [00:18:13] Jason: Hmm. Got it. So I'm trying to figure out how could this apply to non-military markets if at all possible. So I'm just spitballing here, but I'm wondering if property managers could present this as an actual product or service to just typical homeowners, like, "Hey, we'll handle the vendors, we'll handle maintenance, whatever," and they charge them for that, but they just, they charge some sort of fee and, "We'll take care of all this stuff and handle vendors, and we have the best contractors and we're organized and sort this out. I don't know if people would go for it, but...   [00:18:43] Tommy: Actually, I think it's a growing market and it is happening. A good friend of mine, Lisa Wise, who owns Flock DC, she's trying to build almost a franchise concept, but a series of this very thing where all they do is home management for primary homeowners. She's pursuing this market in high urban markets with really busy professionals who just don't know how or don't want to take the time to take care of their own house. And she's got a great program set up for that. Again, we're not doing it on the scale she's pursuing it. We're offering the service as. Let's build the relationship with the client that we have for rental management before they need us.    [00:19:24] Jason: Sure. Yeah, that makes a lot of sense. But yeah, I think there's an opportunity there for the people in the non-military markets to make that maybe a profit center or something. You cut out the whole tenant side of things, but there's the whole maintenance coordination piece and home management piece, lawn care, grounds, pools.   [00:19:44] Tommy: I'll tell you, I actually think investors would love this, and it might be something we pursue more as we work with investors that'll appreciate this that is to be able to do not just, oh, any expenses related to your personal residents, but to do an analysis like, "Hey, typically for a house your size you're spending two X the amount of water on your water bill that you should be. When you can start to do some financial analysis within their expenses, instead of just saying, "Oh yeah, like you can pass through your expenses through your account. So it's all in one place," but to add value by saying, "This is out of our standard deviation for this expense," or-- and again, you can always add value by saying, "You can call five contractors if you want, but we're buying in bulk as a property manager and we can get you either better pricing or better value of service."   [00:20:33] Jason: Yeah, very cool. So what else would you like to share with people about your business that might be beneficial to property managers listening? You've grown fairly quickly. I think you have the advantage that you're in that military market where you've got people leaving, which is great as long as they have awareness, you're going to be adding doors, which I think is really powerful. You focus on trust equity, which I really like that phrase, and what else do you think really kind of sets you apart, makes your company unique from the competitors in your market?    [00:21:02] Tommy: Yeah, thanks for the question. That trust equity is a strong theme at our company. And what I do is, it's not just with the contractors or with the clients, we're also building trust with one another on the team, and we call it the Camelot principle. So yeah, after you've done battle enough on our team as a property manager, you've been through a couple of tough summers. Summers tend to be the hardest time of the year in our market. Then we award that person with a sword, a sword with etching on it for chambers theory, and we welcome them as a knight of the round table. And what we really want to do is we want to build this interdependence of trust with one another as a team, and part of my promise as the employer and the business owner is to keep the job manageable for them, right?    [00:21:53] Like most of the time as the entrepreneur, like we're trying to get the most out of our teams so we can get more profits and grow and it's healthier. And sometimes it's great. Some of us are, "Hey, we'll pay our people more," which is a wonderful way to look at it, yet sometimes people want their job to be more manageable. Like we can call them to a higher standard, yet we also shouldn't overwhelm or burn out our employees, and it was really telling when we saw right after it was the end of 2020-2021 market, they call it the great resignation. There's a lot of people saying, "Hey I'm done working," seems a lot of it had to do with burnout. People are like, "Life's short, why am I burning myself out for this or for that?" And to really lean in on how do we build trust with one another?    [00:22:37] How do I serve my team by making them part of that round table of strategic decision making, making them part of that process where we say, "Hey, we're serving one another as a team, and then we serve our clients and we build trust with our clients and our contractors after we build it with one another. I have a high respect for these different elite teams in the world, in any industry. I love the new movie Top Gun Maverick. They take the top 1% of 1% of pilots in the Navy and they build this elite team, and yet still the part of the theme of the movie was: how do you take these elite individuals and turn them into a gelled team to accomplish a mission? And that's part of what we're trying to do is it's about believing in one another to accomplish the mission, not just going for the mission at all costs and burning each other out.    [00:23:30] Jason: Yeah, there's a lot of truth to that. I think one of the big mistakes I've seen, having been able to see inside of probably thousands of property management companies and work with lots and lots of entrepreneurs is I think it's a common misconception and a common belief that entrepreneurs carry that their team members want more compensation and that compensation will increase output. And the reason for this is entrepreneurs, we're money motivated, but most people are not. Entrepreneurs and salespeople typically are the two categories of people that are money motivated. But what I find is most of our employees, most of our team members, most of the people on the planet are not actually money motivated in that if you give them bonuses, commissions, incentives, financial incentive, performance doesn't really get better.    [00:24:24] And you can see this if you give team members a disc assessment. The more advanced disc assessments have what's called values index. And one of those values is the economic score. If the economic score is low, they're not money motivated. And if the economic score's high they're very money motivated, but entrepreneurs usually are money motivated, so they by default think, 'That's what would motivate me, so I'm gonna try and inspire them by offering money to get better output, and it backfires because if they're economic score is low and say, for example, their charitable scores high. Some of them have guilt related to money. So you pay them more, the performance actually goes downhill and they get worse. And so if their economic score's low, here's what you do instead, you give them recognition, they're recognition motivated. So I love the idea that you're giving 'em a full sword. You're probably like in front of the team. Recognition, generally, even the people that are money motivated is appreciated, so.   [00:25:28] Tommy: Yeah. I learned that one the hard way, just hearing you talk about it. I was like, oh yeah. I took me right through the past scenario where it's like, "Why am I not getting more? I'm paying this person more," and what they really needed was to be taken and given the opportunity to be believed in more. And actually, they wanted more responsibility, not more compensation. They wanted to show that they're capable of more things, and then the compensation piece made more sense, but they almost really felt like they needed to earn it first, which is beautiful, but I tried to do it the other way around and it didn't work so well.   [00:25:59] Jason: Yeah. Yeah. I think it's a lesson everybody that runs a company eventually has to learn. And some of us are pretty hard at learning it, but I think another thing having a system in place allows recognition. So our planning cadence at DoorGrow, we call it DoorGrow OS, our operating system and it allows our executive team members to see what each other got done in the previous week or for our monthly goals or for our quarterly goals, and everybody gets to see the wins and gets to see that somebody contributed to the team goals. And a lot of businesses don't even have goals or it's the business owners pushing a goal onto everybody, which is very different. So having a really good operating system like that can really make a difference.    [00:26:46] Tommy: So I really like that system. I wanna talk to you more about that offline.    [00:26:50] Jason: Yeah. We'll chat with that. There's systems out there like EOS and Traction, and some of these, but really shameless plug, DoorGrow OS is better than those systems. Those have some fundamental flaws because they're still either entrepreneur centric and that's not as effective, like any business owner that's ever gotten burnt out or tired it's because you're doing too much and you're probably the biggest bottleneck in your business, and it's because you don't have a good operating system to really leverage your team effectively. And most entrepreneurs, we generally are the biggest bottleneck in our business. That's how it works.    [00:27:25] Tommy: What's interesting is I was gonna add, you said, what else would I offer property manager and other property managers out there from what I've learned and embracing technology. I can tell you, I researched the heck out of all my competition. I researched the heck out of property managers all over the United States, and I love learning about what are their best practices. What are they doing? How's their model set up? How do they value their company? Are they doing this new client retention thing? I love all the best practices and learning from it, but I almost always see, "Oh, we utilize technology," and I'm so curious. And then sometimes when I dig deeper, it's: "We send our clients digital pictures," like digital pictures isn't new technology. That was new technology 15, 20 years ago, or, "Our accounting platform says they're the latest in technology," and there's a lot of different platforms out there. And man, when some of these things came out, they were great platforms for being the latest and greatest at being more efficient in organizing your business.    [00:28:22] To say we utilize technology because you have email or mobile phone, smartphone, or a platform that came out 10 years ago. It's got some updates since... no like I'm interested in the DoorGrow operating system because you guys are leading edge in how to use that to make my business more efficient and grow not because it was something you came up with 10 years ago and you've made a couple of updates since. I'm fascinated by being an early adapter and new tech, not claiming I've got tech because I use email.    [00:28:54] Jason: Yeah, there are. There's a lot of property managers that feel like, "Hey, I used to doing spreadsheets and now I have AppFolio or Buildium, so like we're high tech, so.   [00:29:02] Tommy: Right. "I got a website!"    [00:29:04] Jason: Yeah. They got a website now. Yeah. Yeah. So I'm probably more tech-savvy and geeky than most people on the planet, but yeah we're doing some really cool things at DoorGrow that we really feel like add some serious value to the industry. I think two of the most challenging systems for our clients, once we get them growing that they need that we've built out is a really good planning system. Have project management or task management system, sort of system to assign tasks, but that's tactical work. They don't have anything related to strategic planning, and some have EOS, but there's some fundamental flaws with EOS, but the company that puts out the idea of EOS, the entrepreneur operating system, their goal is to sell coaches for that system, which they call integrators.    [00:29:52] And so they create this org chart in which you have the visionary, which is you usually, the entrepreneur, and then they have the integrator, and then they have the entire team. A fundamental flaw in that is if you have somebody that could run your entire business like that, and you're once removed from it. They could walk away with your business and that's not really a safe place to be, and that's not really how anybody actually does it. So you need a planning system though, and EOS DoorGrow OS, most systems out there will have annual planning, quarterly planning, monthly planning, maybe weekly, maybe some sort of daily things, but that's pretty typical of any business planning system, but you do need a business planning system.    [00:30:30] The other system that every business needs is a really good hiring system. So we just partnered with an AI firm for hiring because our clients always screw this up. Like it's hard. Hiring is hard. One of the hardest transitions I see entrepreneurs go through is solopreneur to having a team. And this is the transition from maybe about a hundred doors into that two to 400 door range, and usually they build the wrong team around the business owner, doing the wrong things, to where the business owner gets maximum lack of fulfillment and misery and being the biggest bottleneck and so really our entire system is built around the entrepreneur, like identifying what they most enjoy and don't enjoy doing, building the team around them and then build a hiring system to bring in the right team members that you actually can trust. Trust equity can only exist if there's culture in a business. And culture can only exist if it's defined so that you can bring in people that can look at that cultural material and say, "Hell yes, I want to be part of this where some people might just want a paycheck and there's a massive difference in output.    [00:31:41] Your team members, it sounds like you have good culture, and so you're probably getting three times the output of companies that have bad culture, and by bad culture I mean they hire team members just based on what the business needs. It's based on skill. And so they have people that are maybe a skill fit. They can do the work, but they're not the personality fit for the role, which means they'll never be great at it or they're not-- the most important-- cultural fit for the role, which means they actually share your values and you can trust them and let go of pieces of the business. So if you have team members you trust, but they can do the job, but they're always coming to you asking questions, you're always having to micromanage them, it's because you lack culture in your business. And you need to get that defined...   [00:32:21] Tommy: I hope-- you can't just have it. It's a continual build. It's just like trust equity like it's a continual... continue to work on, continue to define, continue to build. I would define our culture as that Camelot culture, Camelot principle, which is the heart of it is the saying "In service to one another, there is freedom."   [00:32:40] Jason: Love it. So yeah, service is one of your top cultural values. I love that. We have one at DoorGrow. Ours is called Care ROI, like care, and similar to your trust equity, like we wanna let people know that we care and if we invest care into people, then you know, we're gonna get a return on that investment. Tommy, it's been great connecting with you and chatting. It sounds like you found some cool little ways to facilitate and decrease churn. Appreciate you coming on the show and looking forward to connecting more in the future.    [00:33:11] Tommy: Yeah. Jason, looking forward to also following up with you and chatting, talking more about how you can help us grow.   [00:33:18] Jason: Absolutely. All right.    [00:33:19] Tommy: Cheers.   [00:33:20] Jason: Until next time, everybody, if you're curious about how to grow or scale your property management business, you're curious about DoorGrow OS or some things we mentioned on this show or how to identify culture, or you're just starting to experience that burnout as a visionary, and you don't feel like the visionary anymore. You feel like your best employee, which sucks. We would love to help you get out of that. We have processes to take you through to systematically help you offload, help you feel safe offloading, and helping you have great people to offload to that are actually better at those things you don't enjoy. And you, and a lot of entrepreneurs listening, if you haven't experienced that, you're like, "No, nobody's better than me." Believe me, it's an ego thing. We can kill that real fast. So reach out. We'd love to support you. Check us out at DoorGrow.com. Until next time, to our mutual growth. Bye, everyone.    [00:34:10] You just listened to the #DoorGrowShow. We are building a community of the savviest property management entrepreneurs on the planet in the DoorGrowClub. Join your fellow DoorGrow Hackers at doorgrowclub.com. Listen, everyone is doing the same stuff. SEO, PPC, pay-per-lead content, social direct mail, and they still struggle to grow!    [00:34:37] At DoorGrow, we solve your biggest challenge: getting deals and growing your business. Find out more at doorgrow.com. Find any show notes or links from today's episode on our blog doorgrow.com, and to get notified of future events and news subscribe to our newsletter at doorgrow.com/subscribe. Until next time, take what you learn and start DoorGrow Hacking your business and your life.

Season 2, Episode 6 of the Owner Occupied podcast with Peter Lohmann & special guest Lisa Wise. In this episode we discuss: (0:00) - Intro (01:52) - Lisa's background & career (03:34) - Launching Birdwatch as property management for homeowners (08:44) - What's your pricing model for a homeowner? (11:47) - Why did you move into a new market with a new product before your traditional management services? (15:47) - What's working for you in marketing? (20:42) - Second Nature Ad (22:36) - Lisa's approach to branding (28:45) - How would you advise smaller-budget PM companies to brand the way you have? (32:38) - Do you feel out of place in the industry due to your unique approach? (39:25) - Lisa's employee-owned management company (46:05) - The Found Gen Ad (47:44) - Are there dividends or profit sharing with Roost? (49:22) - How are each of your 5 companies run? (54:15) - How does your division of labor look between the CEO and President? (01:00:16) - What marketing advice do you have for smaller PM companies Learn more about Lisa Wise & how to connect with her here: MeetLisaWise.com BirdWatch Roost DC Nest DC Starling DC birdSEED Lisa on LinkedIn Lisa Wise & Grace Langham at PM Grow Summit 2021 Learn more about Peter Lohmann & how to connect with him here: Follow Peter on Twitter Join Peter's Newsletter Visit Peter's Website RL Property Management

Naked Marketing Podcast with Guest, Lisa Wise I am excited to speak with this week's guest, Lisa Wise, who is the CEO and Founder of Flock, a missions-based non-profit property management company based in Washington, DC. The concept of her company is unique – with absolutely nothing like its kind in the entire country. Combining... continue reading »

WURD host and Citizen contributor, Charles Ellison, chats with Lisa Wise of Flock, a Washington D.C.-based family of real estate companies. Lisa discusses her work helping to provide grants for first-time Black and Brown families who are purchasing homes.          

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Lisa Wise, Chief Rooster, Chief Nester and Owner of Nest DC. Lisa Wise shares the origin story behind founding the company and how they bake purpose into everything they do.  Lisa Wise also talks about her commitment to the community and how she was able to keep focused on purpose through the pandemic.  Finally, Lisa Wise talks about her commitment to  serving employees and other stakeholders.    Some highlights:- How challenges growing up shaped Lisa Wise and and her make up as  an entrepreneur - The founding of Nest with a purpose of giving back to the community- Lisa Wise's strong belief that doing good business leads to more business- The importance of aligning the organization's actions - Launching Bird Seed with aim of community engagement - Lisa Wise's leadership during the pandemic and the importance of consistent communication with team members- The learnings of stepping in as a chair board at Whitman-Walker Health- Lisa Wise's advice on leadership  Mentioned:Naseema Shafi, CEO of Whitman Walker Health Connect with Lisa Wise:Nest DC WebsiteRoost DC WebsiteFlock (n.) WebsiteStarling DC WebsiteBirdwatch DC WebsiteBirdseed Foundation WebsiteLisa Wise on Twitter Lisa Wise on LinkedIn  Connect with Mahan Tavakoli:MahanTavakoli.comhttps://www.linkedin.com/in/mahan/ More information and resources available at the Partnering Leadership Podcast website: PartneringLeadership.com

Listen-in as John Brackett and Lisa Wise go deep in discussion about having a career anchored in empowering individuals as consumers, creating forward-thinking businesses and building stronger communities… something that truly resonates our show's purpose! Lisa Wise CEO, Founder and Chief Flockster of Flock DC, a group of service companies with an innovative approach to real estate management and preservation. Episode Highlights: Safety and Security as drivers for homeownership Making a difference through homeownership and providing spaces Focus on catering to customers with passion of maintaining great spaces Front end of leasing and Introducing People to a lifestyle Using Social Media for Visibility Greatest lessons learned on Repairs and Maintenance Importance of improving processes as company grows Specialization on handling repairs and maintenance Connect with Lisa: LinkedIn  Email  About Our Guest: Growing up throughout rural Idaho, Lisa was surrounded by love but short on resources and stability. She sought security by building businesses from a young age, starting with her first of many enterprises, The Sherlock Holmes Detective Agency. Offices were open for business in her parents' backyard tool shed, but clients and their mysteries never materialized. But, like most passionate entrepreneurs she moved onto the next endeavor whether that be hustling as a dog-walker, snow shoveler, painted rock saleswoman or pet sitter. Today, Lisa is the Founder + CEO of Flock DC, a family of real estate management companies that overseeing two billion dollars in property in Washington, DC property. Flock is a purpose driven, values based company that offers a new model for business in a world that will increasingly depend on companies to contribute to stronger and more sustainable communities.   --- Did you enjoy today's episode? Please click here to leave a review for The We Build Great Apartment Communities. Be sure to subscribe on your favorite podcast app to get notified when a new episode comes out! Do you know someone who might enjoy this episode? Share this episode to inspire and empower! Connect with John Brackett and We Build Great Apartment Communities Instagram @webuildgreatcommunities Facebook @buildingreatcommunities LinkedIn @brackettjohn Website www.fidelitybps.com Subscribe to The We Build Great Apartment Communities Apple Podcasts Spotify   Do you think you would be a great fit for the show? Apply to be a guest by clicking . Fidelity Business Partners, Inc. 6965 El Camino Real Suite 105-190 Carlsbad, CA 92009 D: 760-301-5311 F: 760-987-6065

Join Clint McPherson and special guest Lisa Wise as she talks about the culture of work that onboards everyone to thrive. Lisa discusses how not to be the build-the-plane-while-flying-it type of person, another way to win at brand visibility aside from Facebook ads, and why she believes it's essential to put the server first as the CEO of Flock DC. As a born entrepreneur, Lisa proves that an evergreen business is possible even outside the traditional paradigms of capitalism. In this episode you will learn: Lisa Wise – on detracting from the shiny objects The Non-Traditional Measure of Success Philanthropy over marketing How to identify evergreen businesses How to attract and retain great talents and so much more! About Lisa Wise: Lisa Wise is an entrepreneur, change maker, thought leader, writer, and philanthropist. Growing up throughout rural Idaho, Lisa was surrounded by love but short on resources and stability. She sought security by building businesses from a young age, starting with her first of many enterprises, The Sherlock Holmes Detective Agency. Offices were open for business in her parents' backyard tool shed, but clients and their mysteries never materialized. But, like most passionate entrepreneurs, she moved on to the next endeavor, whether that be hustling as a dog-walker, snow shoveler, painted rock saleswoman, or pet sitter. Today, Lisa is the Founder + CEO of Flock DC, a family of real estate management companies that oversee two billion dollars in property in Washington, DC property. Flock is a purpose-driven, values-based company that offers a new model for business in a world that will increasingly depend on companies to contribute to stronger and more sustainable communities. You can find Lisa Wise on... Website: https://flock-dc.com/ LinkedIn: https://www.linkedin.com/in/lisawise/ You can find That Entrepreneur Life on... Website: https://thatentrepreneurlife.com/ Facebook: https://www.facebook.com/thatentrepreneurlife Instagram: https://www.instagram.com/thatentrepreneurlifeusa/ Twitter: https://twitter.com/ThatEntreprene1 YouTube: https://www.youtube.com/channel/UCFKPkF39Z6r2l9AT4k-tDtg --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/that-entrepreneur-life/message Support this podcast: https://anchor.fm/that-entrepreneur-life/support

Company culture is extremely hard to define and difficult to implement. On this episode, we are going to discuss how to intentionally determine your company culture and how to infuse that vision into everything you do with the master, Lisa Wise of Flock DC.

913 - DC Property Managementy with Flock DC's Lisa Wise

Does housing inequity in this country exist? Without a doubt. The real estate industry and its generation to generation wealth creation has been out of reach for many Black and Brown individuals due to overtly racist practices and policies that prevented the accumulation of wealth through home/property ownership. In this episode, we speak with Lisa Wise, Founder of birdSEED, who aims to shift the conversation and invite those who have squarely benefited from an industry that excluded others to consider their responsibility to help undo the damage.   Please feel free to reach out to us with comments and questions! Founder of The RARE | Realtor® Alison Scimeca: @theraredc or info@theraredc.com To donate to birdSEED: https://birdseedfoundation.com/donate

Lisa Wise, CEO at Nest DC and Flock DC, is invested in thinking about how we can challenge certain stereotypes that have plagued the real estate industry for decades. Scott and Lisa talk about the difference between not being racist and being an actively anti-racist business.Lisa Wise's work has always been cause-driven, entrepreneurial, and community focused. Her career launched in the non-profit sector. Since 2009, Nest DC has been the ideal professional setting for her and the perfect "second act" professionally. As CEO she is highly committed to Nest's success as a company while outside of Nest she has served 4 years as Board President of La Clinica del Pueblo and currently serves as Commissioner Mayor on the DC Condo Association Advisory Council for the District of Columbia.Dive deeper into the episode here: http://bit.ly/3sfJPB3Have feedback? Connect with Scott Case on LinkedInVisit foundersfocus.com to join the live video sessions, watch past sessions, and see what topics are up next.

On this episode of the Growing with Purpose podcast, host Paul Spiegelman talks with Lisa Wise, who leads Flock DC, a family of service companies with an innovative approach to real estate management and preservation.   Over the last 25 years, Lisa Wise’s professional experiences have all been anchored in empowering individuals as consumers, building stronger communities, and creating forward-thinking businesses. Growing up surrounded by love but short on resources, Lisa began seeking security by building businesses from a young age, starting with her first enterprise, The Sherlock Holmes Detective Agency in her parents' backyard toolshed.   Today, Lisa's leadership is defined by vulnerability, humility, and a fierce passion for justice for all people. With our country in the midst of a global pandemic, an economic crisis and widespread protests for racial justice, Lisa is stepping up in this moment with bold and unapologetic leadership, personal sacrifices, and a commitment to caring for her team members.    In this episode, hear how Lisa has cultivated a circle of growth in her companies that puts employees first. Plus, hear Paul and Lisa discuss how to raise conscious children and the one thing they think parents get wrong about college.

What exactly is property management and what does it mean to work with a Property Manager or Association Manager in the DC Metro Area? Lisa Wise is the Founder, Owner, and CEO of Flock DC, a family of property service companies with an innovative and holistic approach to real estate management who operate in Washington, DC. In this episode, we’ll talk about the role of a property or association manager and discuss some important functions and services they provide.   Please feel free to reach out to us with comments and questions! Kevin Mahoney, CFP®: @bykevinmahoney or kevin@illumintfc.com Realtor® Alison Scimeca: @alirun9 or alison@compass.com

On today’s podcast episode our guest is Lisa Wise, founder and CEO of FlocK DC, a property management company founded in 2009, based in Washington DC in the USA where I visited in 2015. Lisa describes her employee-owned company as cause-driven, entrepreneurial, and community focused. Visit benjaminpropertyservices.co.uk/podcast to get involved in the Property Business Club PodcastClick to view: show page on Awesound

This week, Randy and Les are joined by Lisa Wise and Myrriah Gossett to tell you about the death-defying television they've been watching on their own! No easy choices here - just great television you may have missed! Lisa tells us of season 1.2 million of reality-show workhorse 'Survivor', Myrriah tells us how Britain tucks with RuPaul's 'Drag Race UK', Randy takes us on a comedic uh... shortcut with 'The Detour', and Les works to convince everyone to watch Sherlock update 'Elementary'. Will you find a new fave? Listen and learn!

This week, Randy and Les are joined by two new TV Dude Irregulars! Lisa Wise and Myrriah Gossett bring their TV knowlege to the show as we discuss Amazon Prime's 'Undone', the new 'Breaking Bad' epilogue, 'El Camino' on Netflix, and Ryan Murphy's new show, 'The Politician', also streaming on the big red N. Should you watch all three? Listen and find out!!

Everybody needs and deserves a place to live that is clean, maintained, and safe. Better yet, It makes perfect sense to get someone else to pay your mortgage by giving them a great space at a great rate and share some resources. Today, I am talking to Lisa Wise, co-founder of Nest DC, which manages residential units throughout Washington, DC. The company is committed to customer service, quality spaces, and excellent living experiences. You’ll Learn... [02:23] Nest continues to experience exceptional growth and measures success by revenue and number of jobs it’s created.  [02:34] Fun Spaces: Fixing an Adobe duplex where nothing’s square and everything’s made of dirt led Lisa to love her accidental landlord role in property management.  [04:09] Non-profit Dedication: Do what you can for the community, in terms of what you want to do professionally, due to ability to manage and maintain properties.  [05:04] Origin of Nest DC: Grow one property at a time, and focus on service forward to take care of tenants, spaces, and places.  [05:56] Property managers can make a meaningful impact by helping people and families preserve a better quality of life in their homes. [11:00] Bad Strategies for Building Relationships: Ignoring problems, letting things fall into disrepair, not paying expenses for repairing things—none of those are good..  [11:23] Property Manager Opportunities: Daily variety, unique challenges, freedom, and direct impact. [13:32] Cycle of Suck: Bad managers control costs and fail to maintain property; if people are unhappy with where they’re living, they’re less likely to be great tenants.  [19:20] Onboarding Process: Set expectations on maintenance costs and educate them on why they need to maintain the property at the highest level to take care of tenants.  [21:28] Ways to strategically grow through painful stages: Evaluate technology, be nimble, and cherish staff.  Tweetables Grow one property at a time, and focus on service forward to take care of tenants, spaces, and places. It’s truly an act of trust and intimacy to be invited to manage someone’s home and personal space.  Property managers can make a meaningful and powerful impact by helping people. If people are happy where they live, then they’re just better neighbors. Resources Nest DC AppFolio National Association of Residential Property Managers (NARPM) Shark Tank Upwork Fiverr DoorGrowClub Facebook Group DoorGrowLive DoorGrow on YouTube DoorGrow Website Score Quiz Transcript Jason: Welcome, DoorGrow hackers to the DoorGrow Show. If you are a property management entrepreneur that wants to add doors, make a difference, increase revenue, help others, impact lives, and you are interested in growing your business and life, and you’re open to doing things a bit differently, then you are a DoorGrow hacker. DoorGrow hackers love the opportunities, daily variety, unique challenges, and freedom that property management brings. Many in real estate think you’re crazy for doing it, you think they’re crazy for not, because you realize 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 businesses and their owners. We want to transform the industry, eliminate the BS, build awareness, change the perception, expand the market, and help the best property management entrepreneurs win. I’m your host, property management growth expert, Jason Hull, the founder and CEO of DoorGrow. Now, let’s get into the show. We’re here with Lisa Wise of Nest DC in Washington, DC. Lisa, welcome to the show. Lisa: Thanks for having me. Jason: Glad to have you hear. Lisa, I’m going to read a little bit of your bio. It says that you’re the co-founder of two companies—both anchored in the real estate management company, both entirely unique in their contribution to the housing landscape. Nest DC was co-founded by Lisa Wise and Jim Pollack at the start of the “Great Recession” in 2009. Nest manages residential units throughout Washington, DC with a commitment to customer service and an emphasis on quality spaces and excellent living experiences. From 2011-2015, Nest DC was voted a top property management company in the Washington City Paper’s “Best of DC” issue. In August 2016, Nest placed in the Inc 5000 list of America’s fastest-growing companies. That is a reflection of an investment in the workplace. In 2013, Nest DC was named a “Small Business Gem” in Washingtonian Magazine’s “Top 50 Places to Work” issue. Year over year, Nest enjoys exceptional growth, measuring success not just in revenue, but in the number of good jobs that have been created since inception. I’ll stop there, but why don’t you tell us a little bit about your background and how you go into property management? Lisa: I lived in Tucson, Arizona. I was going to graduate school there and had an 1893 Adobe duplex which was one of the coolest spaces I’ve ever lived in. I got a nice degree in Political Economy and enjoyed a long background doing political consulting basically, but I liked working with my hands and having an Adobe duplex is the best place in the world to get comfortable working with your hands because nothing’s square and everything’s made of dirt. There was no stem wall and it was actually pretty easy having […]. I liked the idea of being able to do a thing and then turn around and having adding proof to the space. I had worked on the plumbing to patching the roof to doing paint. I feel like I’ve painted, many, many, many square miles at this point. It was something that I think came really naturally to me and I enjoyed that process and working with my hands. I had grown up in an environment where working with your hands is definitely something that was what you did. The great thing about that duplex when I asked my landlord if I could buy it and he said yes was it was a duplex. I automatically became a landlord and I loved that. It made perfect sense to have someone else pay my mortgage. It made perfect sense to give someone a great space at a great rate and share some resources including a backyard, dog care, and all those kinds of things. I fell into being, I think what you might consider an accidental landlord, but really loved it. I have had an instinct that I would love it but I had always had this non-profit draw to do what I can for the community so there’s a little bit of tension and conflict there in terms of what I want to do professionally. If we fast forward many years, and we did bump up against that recession and I was in the non-profit environment, doing a lot of fundraising and felt like I wasn’t changing the world very quickly with my non-profit work. I was actually really ready to do a thing and get paid for it. At that point, I had a few more rentals that I had acquired over time and still really enjoyed that work. It was really originated as a side hustle. It was a great way of bringing in that extra revenue. I was good at managing and maintaining those spaces. I kept telling people, “You should start property management company. I think it’d be a really great business model.” Until one day I thought, “Maybe I should do that. It seems to be something I have an aptitude for, and interest, and enthusiasm, and a passion for.” Around 2009, we decided to launch Nest and the idea was just to grow one property at a time, very organic, focus on being very service forward and taking great care of tenants, spaces, and places. It worked, especially in DC where service doesn’t always tend to be stellar and where a lot of the management companies were high volume and not really building relationships one tenant at a time or one owner at a time. We came up with a really refreshing approach to the business. A really refreshing approach in terms of our relationship to community. The city was clearly ready for us. That’s the origin story of Nest DC. Jason: Love it. You’ve got sort of an activist built into you it sounds like. In property management, I wanted to touch on this, I think a lot of times we get so caught up on business, but I think property management can have a really big impact—on families, on people. Maybe you could touch on that a little bit because I get a sense that that’s something you’re passionate about. What impact you feel like you get to have or ripple effect you get to have as a property manager? Why is that interesting or inspiring to you? Lisa: That’s a great question. It’s truly an act of trust and intimacy to be invited to manage someone’s home and personal space. Doing it well is really an opportunity for us to create meaningful impact in people’s lives every single day. Everybody needs to live someplace. Everybody deserves a place to live that is clean, well-maintained, and safe and we get the chance to make that happen. We get the chance to be responsive and make people feel that their home base is that safe space for their family. It’s been pretty intriguing to feel that I can make more impact on people’s day-to-day lives in this business than I did in a lot of the healthcare and environmental work I did in my previous professional career. Because I do think that we give people a chance to have a better quality of life from them living in one of our spaces. We do get a chance to take good care of these properties. A lot of our properties are older and older as in historic. There is really a lot to be said for the fact that we’re stewards of these legacy places and historical buildings, we’re preserving them, and we’re making sure that the landscape of our city, which is architecturally really significant, is in good repair and well-maintained. That’s an important contribution we get to make as well. That’s part of our whole value-space philosophy for us to be around management, but at the core, we’re being invited to help people have better quality of life in their homes and that’s a pretty important role to play. Jason: You’ve really discovered something that I think was really significant. You said that you’re able to have a bigger impact by being a property manager than by the environmental work that you’ve done and other non-profit stuff that you’ve done. Lisa: Yeah. Jason: Just to explain that a little bit because I don’t think people realize the impact that they can have as property managers. I think we can paint a bigger picture for the industry of that inspirational aspect. I think we would attract better property managers into the industry. I think there would be a better perception of the industry out there. I think tenants would have a better experience. I think families’ lives would be better. People that are living in these different units underneath the property manager would have a better experience. The owners would be happier. I think the industry could use a little taste of this so explain that a little bit because you have experience with this. Paint a little bit of the contrast there? I think that’s fascinating for me. Lisa: When you’re in a non-profit environment, you’re sometimes very far removed from the outcome. If you’re working in healthcare policy or if you’re creating new systems for people to green their procurement supply chain, you’re very distant from the end user, you’re very distant from there being a positive outcome and this is in high contrast to that. We’re working with clients and we had a flash flood this week. We had probably 55, 60 affected buildings and units. We were able to pick up the phone every single time and help people walk through something that was very stressful for them. They’re worried about their things; they’re worried about mold, they’re worried about their safety, they’re not sure whether or not they’re going to experience damages. That comes down to protecting the actual space, helping tenants and residents navigate how to deal with a threat to their belongings and their own quality of life in that day, and then owners making that someone’s responsive in an emergency. That’s all about building relationships, being a trusted partner, and helping people make sure that, again, their quality of life is preserved and someone’s honoring that. It’s every single day when you get to see the person who is that end user, recipient, or benefactor of how we do our work differently. That’s not always a luxury that people get in their day-to-day work. In fact, I’d say it’s probably pretty rare unless you’re a provider. Let’s say you’re an ER doctor. Someone comes in and they’re hurt, or they’re scared, and you can help them. That’s a pretty powerful place to be. We’re in similar situations often when someone’s been—maybe they had a fire in their unit, maybe they have no hot water and they’ve got a baby—all these things that can impact the livability of a unit that isn’t just about inconvenience. It’s truly about making sure that people are safe and protected in their spaces and we want to solve those problems cheerfully. We want to take care of those people and want them to feel like we’re a good partner in making that that part of their life is taken care of. Ignoring problems, letting things fall into a state of disrepair, not caring about style, not caring about the building, avoiding paying for the actual expense of repairing things—none of those are good strategies to building solid relationships that help people feel that it’s a good partnership. We like to emphasize partnership as one of our key strategies for doing the work well and to success. Jason: Lisa, something that I think is probably really appealing to property managers, I mentioned in the intro some of the things that I’ve noticed clients mentioned to me that they resonate with. They love the opportunities, daily variety, unique challenges, freedom that property management brings. I think there’s quite a few property managers or maybe most that really do love that direct impact that they get to have. As the company scale, they lose the ability as the business owner to maybe have that experience of having the direct impact, but they still get to have that ripple through their chains. How many doors does Nest manage or units does Nest manage presently? Lisa: We manage about 1000 doors. Jason: That’s a lot. Lisa: Yeah, it’s a lot and all in the district proper. We’re very focused on managing condos and buildings that will be like associations or single-family homes. We have a lot of townhouses. It’s probably a 70/30 split. Anything in the suburbs, it’s easy to get around the District of Columbia. We have a high-density portfolio and we really focus on an urban landscape for our work. That’s become our specialty. Jason: DC has some of the highest rent, probably in the nation, right? Lisa: Yes. Jason: Okay, we’re not going to talk about fees, but I would imagine if you charge anything, you probably do alright in DC as a property manager. Lisa: Honestly, it’s a good environment from that perspective but at the same time, all of our cost of living as a business… Jason: Is really high. Lisa: …so, I’m going to pay more in salaries. I’m going to pay more in occupancy. I’m going to pay more for insurance. Certainly, the cost of doing business is much higher in this environment. Jason: Got it. Why do you think it’s such a challenge in some of the inner cities or the larger city markets for there to be good property managers? Is it because the costs are high for the management companies or they’re just not charging enough? What’s your perception because it does seem like in some markets, there are some bad manager. It gets really difficult and it’s not that small-town feel, especially when you get into large multi-unit. What’s your take on that? Lisa: I think if you are trying to control costs and you’re unwilling to maintain the spaces at the highest possible standard and keep them in good repair and not wait until something is just broken, but you’re upgrading on a schedule or you’re making sure that these properties perform really well so that people are having a good experience in them. I understand that people don’t want to spend a lot of cash in making sure that these units are well-maintained, but not doing so means that you’re going to start renting spaces that are not comfortable, not attractive, not appealing. When people aren’t happy where they’re living, they’re a lot less likely to be great tenants. For us, if you have a great product, you’re going to attract great tenants. If you have people that you enjoy working with, you’re going to have a better reputation, better relationships, and better outcomes but you have to start with a great product. For us, we’re very choosy about managing spaces that we think meet particular standards for us. We’re not going to be the owner’s beard and make bad maintenance decisions and undercut the needs of the space because somebody wants to save money. If we have an owner that is insisting that we not keep that space in good repair, then that’s not a relationship that we’ll keep. That’s a boundary that we’ve set, and we set it early. Every time we’ve been stressed from a business perspective and we’ve got to increase doors because we need to grow faster and we’ve compromised on those values, it’s never […] out. It really works—great property attracts great tenants, when people are happy where they live, they make better neighbors, better neighbors equal better neighborhoods. It’s the same formula we’ve had from the very beginning. When we’ve strayed, we’ve definitely suffered from that. I hate when people manage crappy properties. They’re making excuses for why it’s crappy. They’re having to explain bad decisions. That’s a bad relationship float to get started on. Jason: I’ve talked quite a bit and people for me talk about the “cycle of suck” but I think this is an interesting ingredient that’s overlooked is as a property manager, in order to stay out of that “cycle of suck” of having bad properties, bad tenants, and bad reputation in the market, one of those ingredients is to have a philosophy of maintaining the properties at the highest level because that is going to dictate the types of tenants, that’s going to dictate the type of situations that you’re going to have to deal with. Something you mentioned that I think is really key is the importance of having a proactive strategy towards maintaining these properties rather than a reactive strategy towards maintaining these properties. I think there’s probably a little gradient scale. You should draw on a piece of paper, “Am I reactive or are we proactive?” I think most property managers could figure out where on this continuum they sit. If you’re off of middle towards reactive, they’re probably a company that’s dealing with pain and problems that are unnecessary, and it’s because they didn’t maintain that boundary like you’ve talked about with the client from the beginning, and they haven’t continued to maintain that when those problems arise with an existing client. Lisa: We’ve had owners who say, “I can’t believe I have to replace this hot water here. It’s been working perfectly for 25 years.” You’ve been rolling the dice and getting lucky but just because it’s now a rental and it worked fine for you doesn’t mean these things doesn’t have an actual lifespan. Sometimes there’s a tension between owners who just truly don’t see the value of maintaining things to the highest possible standard, but the cost of dealing with the flood is much higher than replacing the hot water heater in the first place. Sometimes you can’t explain to simple math and logic and people if they’re emotionally attached to the idea that you shouldn’t spend any money on it. We’re actually in the opposite position where, say, it’s a rental, take great care of it, it’ll take great care of you. Someone’s paying for your mortgage. You can capture depreciation. You’re probably saving some money, substantially, on taxes. You’re going to build an asset and make money basically on the interest rates of a mortgage and I think replacing a water heater is not that big of a deal in the grand scheme of things. They look at it transactional instead of looking at the big picture which is too bad. I think it’s on the part of the property manager, we have to educate our owners on what it means to be engaged with that property and keep it in good repair. We give them estimated costs for maintenance over the course of the year and what they should expect. We have them sign off on that, being the expectation over the course of the relationship, that they will spend money on the properties. We make the counterpoint that properties that are in great shape and well-managed tend to keep tenants in them for longer periods of time which means that the turnover costs—the things that you don’t necessarily have to do annually like painting. If people hold over as tenants, you’re going to have to do it. If you’re having a high turnover, you’re going to have to pay a leasing fee. There’s a lot of advantage to having the nicest possible property and taking great care of it, but it can be hard to walk owners through that. If you’re a proxy for owners, and management company has not given the resources to adequately take care of the space, then they’re really truly not able to take good care of the tenant and then you’re stuck being the bad guy. I think a lot of property managers have been in that position. It’s hard to explain that to a tenant. They don’t care who owns the property. They just want it to operate really well. Jason: All of this really starts with your onboarding process with new perspective clients, it sounds like. You’re throwing little things out there that I think people are missing. You are taking people through an estimated maintenance cost and you’re giving it to them upfront, so they have an expectation to spend money to take care of these things. You’re talking about educating them. You have some sort of verbiage, process, or something. You’re taking them through to educate them on why they need to maintain this property at the highest level. You’re shifting their mindset away from trying to keep cost low and charge rent high and over the life of the property, make sure it’s a good investment. You’re also helping educate them on the importance of keeping in it long-term, and there’s probably other things that you guys do as a company to shift towards this. It sounds like you’ve really worked backwards from the idea of, “How can we have really great properties and how can we make sure that we have owners that will allow us to keep them really great?” I’m guessing based on your background, what really seems to drive this, what I’m hearing is that you really want to take care of the tenants. Lisa: Oh, absolutely. A happy tenant is going to take great care of that space. If they’re feeling well taken care of, then it’s truly in the best interest of the owner and property to do so. Again, people are happy where they live then they’re just better neighbors. That’s what we’re all about. We live next door to a lot of our properties. We’re around our tenants all the time. We’re part of this community. We want them to have a happy living experience. We want that to not be a stressful thing for them because life is stressful enough. When they have a maintenance request, we can respond to it and take care of them quickly and swiftly and they know that we were on top of it for them. Jason: Lisa, for those that are listening, they’re like, “Lisa’s got 1000 doors.” You’re like one of the whales in the industry. You’re one of the unicorns that’s made it magically to this place, that every property manager maybe dreams of, or they think would be incredibly painful to get to and doesn’t dream of. What things do you think you did early on that allowed you to grow through some of those really difficult, painful stages? There are painful stages in property management in terms of growth. How did you weather through those while other companies get so stuck? Lisa: I’d say technology, being nimble, and staffing are the three top things that we do. Being nimble is the first one. We stop all the time and evaluate our systems and strategies for how we do our work. We’re very open to the idea of changing the way we do things for the better. That is something that I think over time we all know that you’ll hit a certain number of doors and all of these systems that worked great for under 200 doors suddenly, it’s just the house of cards at 300. We had to get really deliberate about stopping and pausing long enough to study the work and reconfigure it so that it was working well for us. That led to us being really thoughtful about using technology really effectively. Our property management software, we kept using these workarounds for different tasks that had to be done. We weren’t pausing often enough to go back and see if the tool had changed enough to accommodate our needs where in fact, it had. We get a lot more focused on making sure that—AppFolio is the software that we use—that it was meeting our needs. We keep […] just in terms of how we relate to that company. We’re asking for the change that we wanted and needed. We started relying even more heavily on it. We started creating, really tried and true conventions around how we work with the software, the tools, and the processes. Lastly, and definitely not least and the most important thing we did, was really honor and cherish the staff that we have that comes in everyday to deliver on this promise—that we’re going to provide exceptional places for great people. The talent, the staff, and the commitment has been extraordinary to me and something I think I’m most proud of in the work. If you’re not taking good care of your team, then you cannot be an exceptional service-based company. Making sure to profit share, being as generous and thoughtful about benefits and any other extra that you can be, working as a team member, not taking people for granted, giving people a lot of time off and flexibility—basically, anything we can do to underscore a culture that makes this a great workplace will lead to better outcomes for management as well. It’s the staff, it’s hard work, and it’s technology, all of that is the secret sauce, but it has worked to get by in and get people to get very invested in the work that we’re doing. I think the tenure of our team really indicates that we’ve nailed that one. Jason: I think everybody knows they need really good staff. I think everybody goes, “Yes, we need really good technology.” I think you mentioning being nimble is not something you typically would hear. I think a lot of property managers are like, “What?” I love this idea. How do you actually go about being nimble? How do you maintain that? I think every company likes to believe or hope that they can stay young, stay fresh, and not get stuck in their ways, but it happens. Over time, they start, “This is how we do things,” and they […]. Do you have a process? Is this something you tactically sit down and do on a regular basis? How do you guys actually become nimble? Lisa: We actually spend a lot of time retreating and having conversations about our systems. We commit a lot of energy to those conversations. We’ll do a quarterly all-staff, all-day retreat. Often times, those retreats are about how can we streamline and be better at our work and we’ll break into different teams. We did a really fun thing that I actually picked up from someone that had presented in NARPM where we had people do a shark tank session. We had teams get together and proposed different ways of engaging with our clients that would accelerate the client experience. We implemented every single one of them. When you’re asking for everybody to contribute, to revisiting and focusing on how our systems can be more improved, from the plumber to the CEO, we have everybody participate in those all-day meetings and coming up with ideas for how we can be even better at what we do. They see that the fruits of that time. We did something with those ideas. I think everybody’s really motivated to make sure that we take that time away from our work to revisit how we’re doing it. To be honest, everybody will hate a certain aspect of their job, they’ll dislike something, or something will get tedious and I invite people everyday day, like, “Stop and steady it. Ask yourself, do you have to do that task? Can you do it differently? Can someone else do it? Is there a faster, better, smarter way of doing it?” If you’re inviting everybody to ask themselves whether they have to do something that they don’t like doing, that’s pretty motivating. Like, “I really hate doing this data entry or this workaround on managing the utilities or something.” I’m like, “Should we be doing utilities at all? Is this something that we have to be doing the same way?” I think everyone is being invited to find better ways of doing their job and enjoy their job more. That’s the investment. When that’s the incentive, then I think people are a lot more engaged in being nimble. Jason: I love it. We do that as a company as well and that’s built into our cadence of planning system that we do as a company. It’s amazing when you allow your team members to give you feedback, the ideas that they come up with. Because our perspective as CEO or entrepreneur as the head of the company, we have what we think we need from the top view but my graphic designer, she’s going to have a different perspective from what her standpoint, what we could do differently in our process when we get into that piece. I imagine it’s the same in property management businesses. There are so many moving parts, especially when you get into to your size and scale, everybody sees things from a different perspective, and they see things that bother them. They see things that could be improved. They have ideas to innovate and when you allow them the space. I think the magical thing that you’re doing is you’re allowing your entire company to shift at a tactical day-to-day operation for a short period of time into strategic planning. You’re allowing this step and strategic time in a business is the time that grows companies. Companies that only are doing tactical work, maintenance requests, leasing, tactical day-to-day, emails, phone calls, sales, whatever, if you’re only doing tactical work, the business can’t grow. It just doesn’t seem to grow. It’s the strategic work that helps you trim the tree so that it can grow. It’s the strategic work that help you plan and figure out what you can do next to innovate and create. You built that in as part of your process that you do every quarter. Lisa: Yeah. 100%. Jason: Okay, very cool. I love the idea of the idea of the shark tank sessions and you said you implemented every idea. Lisa: I did. It was really fun. People thought about infographics that we could use to describe what happens you become a tenant and who you’re interacting with. We were able to use different Upwork tools and Fiverr tools to get access to talent that before we had thought was out of reach and being really thoughtful about how we used different modern-day side hustle economies to capture talent, and skill sets that we don’t have inhouse so that we can some of these big dreams come true for our team. It’s been awesome. Jason: Okay, I love it. Is there anything else in the new paradigms in property management, or topic at hand, that you think we should bring up? Because that a really good one, maybe even one to end on. I love that idea. Lisa: I think you ask varied questions and I really appreciate your patience with my technology snafus. Jason: Okay. That’s alright. Everybody has technology snafus that has technology. It’s just part of what happens with technology, right? Lisa, really appreciate you for being in the show. Thank you for sharing those insights. I think there were some really practical takeaways for people watching that they could implement. Lisa: Awesome. Thank you, so much and great luck, with all of your work. Jason: Okay, thank you. All right. A little bit of delays and lags but that’s the internet. I’m at a remote location and doing things a bit differently. Hopefully, you guys can hear me okay today. I appreciate you guys tuning into the DoorGrow Show. If you could take a moment, if you’re listening to this later on iTunes, be sure to subscribe in iTunes to the podcast. You’ll get notified when episodes come out. You can listen to them while you’re driving around, get insights. Be sure to leave us a review on iTunes. We really appreciate that. As a team, that really makes a difference for us. If you are a property management entrepreneur that wants to add doors and make a difference, we would love to have you inside of our Facebook group, the DoorGrow Club. You can join that. It is free. It’s for business owners of property management companies. Go to doorgrowclub.com. If you are wanting a more effective website, you are wanting to optimize the frontend of your business, dial in your pricing, dial in sales, dial in […] age of your business, that is what we are experts at DoorGrow. Please reach out to us. You can check us out at doorgrow.com. All right, everybody until next time. To our mutual growth. Bye, everyone.

Today I am talking with Lisa Wise, President and Co-Founder of Nest DC, Roost DC and Starling DC. Lisa spoke at PM Grow Summit in 2017 and will be speaking at PM Grow Summit 2019 this year as well! Roost DC began in January of 2015 and is one of only a handful of employee-owned management companies in the country. Nest DC manages residential rental units throughout the Washington, DC area. Nest is also a licensed general contractor through Starling DC, which works in design and renovation. Lisa's companies were founded on the very principle that giving back is the only way to get ahead.

How I Did It: Lisa Wise Discusses Property Management Growth Today on The Property Management Show, we’re talking to Lisa Wise, who runs a boutique property management company called Nest DC. She spoke at PM Grow Summit in 2017, and she’ll speak again in 2019, so if you’re curious about the conference or you haven’t […] The post How I Did It: Lisa Wise Discusses the Growth and Expansion of Nest DC appeared first on Fourandhalf Marketing Agency for Property Managers.

Throughout this debut season of The Tidbit we discussed the importance of building community-based businesses, and how to set-up your organization with both profit and purpose in mind. In this season finale episode, we sit down with Lisa Wise, Founder of Nest DC to discuss why she is investing in her local community — and we award one of our highlighted entrepreneurs with $1,000 to support their amazing project/product.

Randy, Les, and special guest Lisa Wise talk about Crazy Ex-Girlfriend, as well as the Rachel Bloom Live stage show! Tune in!

Lisa Wise is the founder of Nest DC, a boutique property management company that has a strong social mission. In this episode, Lisa talked about how she started Nest with little industry experience, acquired customers through engaging with the local community and relentlessly focusing on customer service, and why investing … Continue reading The post Why Investing In The Local Community Will Get You More Customers appeared first on Founders Nextdoor.

Lisa Wise is the Chief Nester//Wise Owl of the Boutique Property Management firm known as Nest DC (in Washington, DC - multiple puns intended). Lisa’s work has always been cause driven, entrepreneurial, and community focused. She served as... *** For Show Notes, Key Points, Contact Info, Resources Mentioned, & the Fabulous 4 Questions on this episode visit here: Lisa Wise Interview. ***    

Our guest today is Lisa Wise, who is with a company called Nest DC. As we go through this show, you may want to visit nest-dc.com to get exposed to the actual website so you understand Lisa’s company and what they are all about. Subscribe to The Property Management Show on iTunes Today to Stay […] The post Empathy’s Impact on Growing a Property Management Company – The Nest-DC story appeared first on Fourandhalf Marketing Agency for Property Managers.

Drew Castellano @drewcastellano Lisa Wise @esiwasil and I talk about about what we think Severance might be, and a bunch of other stuff too.

Berta Zia (Lisa Wise in disguise!) cold calls Jay Frosting to pitch a new (?) business idea. The first one is DOA but she has a few backup ideas. Lisa's on Twitter: @esiwasil The post Video Mental w/ Lisa Wise appeared first on Bloop Group.

The maddness of the High Note Humor Open Mic continues! If you have not listened to part one, you should do that first. Int his episode we are joined by Jeremy Riley, James Howley, Gabby Gilbert, Dave D, Lisa Wise, Vegas Lancaster, Rodger Snair, Linda Berry, Jesse Draham, Neil Wood and Craig Hass. We talk about missing Jester's Playhouse, drinking and what a podcast is. Plus we play another round of Known For!Reminder we are now doing the show at Adventureland! Come see us every Thursday in the Voorhess Town center.This episode is brought to you by Amazon. Click on this and shop as normal to support the show.

Lisa Wise is a social worker and nonprofit administrator with more than 30 years of experience in the fields of human services and community development. Lisa currently serves as Executive Director of Initiative for Affordable Housing, Inc. in Decatur, Georgia, where she has primary responsibility for directing and overseeing all functions of the organization. Since she took the helm in 1992, Initiative has grown from one house and one homeless family to a multi-faceted agency that improves and strengthens the lives of homeless and low-income women, children and families through affordable housing, enhanced life skills and employment. The agency provides housing and social services for homeless families, affordable housing for low-income individuals and families, and employment and training for individuals with little or no work experience. As Initiative has expanded programming and impact, its budget has grown to over $3 million.