A Primer for New Operators…Some Tips on Finding Success from Page 16


What about the parking industry in general? I am very concerned about how were going to keep good


people. We have a tendency as an industry to burn them out. Young people today don’twant towork the 24/7 schedules some- times necessary. Apast employeeworking for another parking company con-


tacted me and stated she left her home in the ‘burbs and moved downtown so she would not have to drive 15miles in the snow at


Employee burn out happens fast to your best employees.


3AMwhen a problem occurred. She lost her boyfriend, it was more difficult for her to see her parents, and she eventually left. She was one of the best managers I have known. She loved her job, but she also loved her life. The parking industry in general needs to start redefining


industry values, setting realistic goals and expectations, and let- ting go and understanding control. We need to be cognizant that our employees have private


lives. I’mfinding that good salary and benefits aren’t everything. People need time to live. I work schedules so my staff have time off, so they can see


that although it’s 24/7 this week, it won’t be next week. Employee burn out happens fast to your best employees, and


often to those who usually put more of themselves into their job, spend more time at work, and take work more seriously and per- sonally.You should identify which employees care the most in the organization. Most likely, they are your entrepreneur, find ways to develop and bring out their talent to keep them.There are only so many good people and we can’t afford great ideas and hard work ethic to walk out the door. Take a look at your great employees, butmake sure to appeal


to their goals, rather than just asking them to meet yours or the company’s goals. I believe that the best innovators and innovation initiatives come from ordinary people in the middle of the organiza-


tion…people who somehow came to understand the importance of innovation and wanted to do something about it.Most of the important things in the world have been accomplished by people who have kept on trying when there seemed to be no hope at all.


Philosophy? We must manage the property as a whole.We must concern


ourselves with all of our customers, owner, manager, tenant, and parker. Operations isn’t the only thing.What about perception? The customer must perceive that they are having a good parking experience. If they do, they will come back. We manage the property as a whole (owner, asset managers,


tenant, and daily parkers) to ensure the highest level of customer experience. When you are perceived as doing good work and adding val-


ue to your product and service, the reality is that youwill getmore business.Your customers keep coming back formore. People are creatures of habit. I notice that they park in the


same place every day. If someone parks in their space, and they park in another one, it upsets the balance. There’s not much we can do about that, except know that they are a bit out of sorts. Theymay not even knowwhy.Our staffmust be aware and under- stand these types of behaviors. What are your parking customer’s habits? How do their


habits affect your parking operation? Everyone has a habit that makes us unique and helps to define our personalities, even park- ing customers. Staff training is important, but it’s also important that you


hire peoplewho are customer oriented.After all, customer service isn’t everything, it’s the only thing. Everyone needs to find superstar performers, go about hir-


ing and retaining great employees, and their customers will reap the benefits. As an entrepreneur, I findmyself alwaysworking somewhere


between failure and outrageous success. I findmyself facing hard economic times, responding to competitors, and dealing with stressful situations. It’s been proven that an extraordinary team of people is our clients’most valuable “parking” asset.


PT


24


OCTOBER 2009 • PARKING TODAY • www.parkingtoday.com


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