Hiring the Right Team for Your Self-Storage Facility

I find the self-storage industry fascinating, mainly as we’ve grown and now have multiple properties under one umbrella rather than individual storage owners operating single properties. This consolidation means we need to build a strong sales team, and today, I’d like to discuss how to create an effective sales team with some tips on hiring for self-storage.

First, we need to focus on finding the right people. I came across an interesting sign from Australia that states the requirements for a partner: “Must be able to cook, clean, and fish. Must have a boat and motor; please send a photo of the boat and motor.” This highlights the importance of practical skills over appearance. It’s a humorous perspective but underscores the need to prioritize the right attributes when looking for team members.

Does Experience in Storage Matter?

When it comes to experience, I prefer to train individuals who may not have prior storage experience. This approach allows me to mold their skills without the challenge of breaking old habits from previous employers, such as a larger REIT. Often, I want to avoid candidates who are too accustomed to scripts or applying rigid protocols; I want them to understand our unique approach instead.

I also aim to attract “rock stars,” meaning I’m looking for extraordinary individuals to join the team. This doesn’t necessarily mean they need extensive knowledge of self-storage, but they should possess the qualities that will allow them to excel. In the hiring process, it’s crucial to evaluate candidates thoroughly to ensure they can effectively meet our clients’ needs. This thorough evaluation process should give you confidence in your decision, even if the candidates come from traditional, high-pressure sales backgrounds.

Lastly, we’re looking for coachable individuals. It can be challenging to find people open to learning new ways of doing things, especially if they feel confident in their existing knowledge of the self-storage industry. However, they must adapt to our specific procedures, particularly in handling phone interactions and managing delinquencies.

What Questions Are Important to Ask?

The questions you might consider asking can differ significantly from what you might have thought in the past. It’s valuable to ask questions that are unconventional and encourage the other person to think deeply and come up with their own answers. Here are a couple of examples I’ve used over the years that have sparked some interesting conversations:

What would you do with an elephant if you were gifted?

These questions may seem unconventional, but they serve a purpose. They are designed to catch the candidate off guard, gauge their ability to think independently and provide thoughtful responses. For instance, what would you do with an elephant if you were gifted? This question may seem silly, but the reactions can reveal much about the person’s problem-solving skills and creativity. During that conversation, I realized that this person was not the right fit for me, saving me time and effort moving forward.

Sell me a bottle of water.

I’d love to hear your pitch. For instance, I might emphasize that this water bottle is recyclable and that the water is infused with essential minerals. I’d elaborate on the benefits, like staying hydrated, and mention how convenient it is to carry around. If the person responds indifferently, that will raise a red flag for me.

If you were stuck on a desert island and could take three things with you, what would they be and why?

For my answer, I might choose a musical instrument, a good book, or perhaps something substantial like the Bible, which offers much to contemplate.

The key is to ask questions that catch them off guard and gauge their responses. This technique does help you get to know someone better.

How Do We Train Someone New?

Find out if this person has the potential to mold, adapt, and fulfill the expectations you have for them. It’s essential to allocate time for training and ramping up their skills. You must consider that you can’t just throw them into challenging situations without preparation.

One practical approach, especially if you have multiple stores, is temporarily placing them in another store. Allow them to observe on the first day rather than expecting them to answer the phone immediately. Let them listen to someone else handle calls, interact with customers in the office, and take them on a golf cart tour to showcase the space.

During this time, they can simply watch and absorb the environment without the pressure of immediate performance. This could lead them to think, “That sounds like a good idea.” After a customer leaves, the manager who is training them can provide feedback by saying, “This is what I was doing, and I also picked up some trash along the way to demonstrate that we keep our space clean.” This ongoing feedback is crucial in making the new employee feel supported and part of a collaborative team.

Who Should Train?

Training involves working with new employees to help them ramp up effectively. Having someone within your organization take on the trainer role is crucial. This person should lead a successful store and be capable of working with individuals with different learning styles. The ideal trainer would be someone who can adjust their teaching pace according to the learner’s needs, whether they require a slower or faster approach.

I’ve observed some trainers who move too quickly during training sessions. While it’s impressive that they have a deep understanding of the material, they must remember to slow down for those who may not grasp the concepts as quickly. This is especially important when teaching new software; learners struggle to keep up and ask, “Wait a minute, where did you go?” It’s essential for a good trainer not just to be proficient with the software but also to explain it clearly and deliberately so that everyone can learn effectively.

When hiring a new employee, it’s important not to rely solely on your last manager, especially if they left on bad terms. A negative attitude can easily affect the new hire. Be cautious and consider having someone else train the new employee. Some professionals in the industry can assist with training if you cannot do it in-house.

For larger companies, having a dedicated training division is essential. This could involve designating someone from the home office who has other responsibilities or selecting an on-site employee who excels at both their job and teaching others. The benefits of having a dedicated training division include consistent and standardized training across all stores, the ability to leverage the expertise of experienced employees, and the opportunity to develop a culture of continuous learning and improvement. This is the kind of person you should consider for training roles in your store.

Training Policies

A trainer can undertake many tasks when working on a training and operations manual. It’s crucial to ensure that everyone follows the procedures correctly, as this is an essential responsibility for a trainer. An operations manual can serve as an excellent starting point for training.

Keeping your training manual current and reflecting on any procedure changes are essential. When a procedure is updated, your training manual should be revised accordingly. I treat my manuals as living documents that require ongoing accuracy and updates.  If you don’t have a training and procedures manual in your store, SkilCheck offers a customizable one for download.

Managers Who Can’t Seem to Keep Up

You know, these managers can be interesting. I’ve hired a few over the years, and when I realized they were struggling, I placed them in a slower store. Suddenly, these individuals had all this energy. Some people thrive in a fast-paced environment, while they seem to lose motivation in a slow one. Seeing how their performance can change based on their surroundings is fascinating.

It’s crucial to be careful about team dynamics; having a strong employee paired with an assistant manager who doesn’t contribute can double the workload for everyone involved. Sometimes, the assistant or relief manager can be a source of frustration for the managers, constantly complaining about their workload. So, you must be cautious about these situations.

Hire Slow, Fire Fast!

I’ve also learned the importance of firing quickly when necessary, which has challenged me over the years. I try to take my time hiring, ensuring candidates go through all the required steps. However, I’ve realized some people may be wrong about sales jobs. For instance, I had a young woman who excelled at selling in person—she scored 100 out of 100 during an in-store evaluation. She was engaged and knew how to present products effectively. But when it came to handling phone calls, she struggled, barely scoring 30%.

To address this, I organized a training session for my staff, humorously labeling it a “remedial class.” During the practice, she sat next to me, the last to take a turn. When it was finally her moment, she expressed doubt, saying, “I don’t think I can do this.” I encouraged her, assuring her she could, but she replied, “I just don’t like talking on the phone.” She explained that while she enjoyed texting and interacting face-to-face, phone conversations were difficult and uncomfortable.  This young woman knew well enough to acknowledge that the job wasn’t right for her and left on her own accord.

Reflecting on this experience, I concluded that I need to seek out candidates who know that their roles will involve phone and in-person interactions. It’s essential to find individuals who excel in both aspects rather than just those looking for any job. The training required to develop someone into a proficient employee is significant, and ensuring they have the proper skill set from the beginning is essential.

Maintenance of Behavior

Maintaining behavior after training is crucial. Once you’ve trained someone, you must ensure they continue exhibiting that behavior. This principle applies to any skill you want to excel at. That’s why I initiated the mystery shopping program: to provide ongoing monthly feedback on how employees can improve, even if they consistently answer the phone.

They can listen to their calls, review performance data, and watch instructional videos for enhancement. This process also involves conducting regular property walkthroughs to verify everything is up to standard. Auditing the property and holding training classes contribute to the ongoing education of your team.

Additionally, attending associations and conferences—at the state or national level—can offer valuable insights. I’ve been attending these events since 1984, and I find something beneficial every time. Sometimes, I realize, “I used to do that, but not anymore,” while other times, I discover new ideas I can implement immediately. Even if you come away with just one or two valuable insights, the experience is worthwhile. Also, the energy generated by people in the self-storage industry is fantastic. I genuinely love self-storage and hope to share that enthusiasm with others through our work.

Property Performance

When you’re out there maintaining the property, ensure that you’re conducting rental agreement audits and assessing everything around the property to evaluate its condition and performance. It’s also essential to reinforce the behaviors you’re training.

Additionally, it’s essential to consider a compensation structure that includes a base salary plus bonuses. Over the years, it has been clear that stores with some form of monthly bonus tend to perform better. When you analyze bonuses, waiting until the end of the year to evaluate performance is ineffective because it doesn’t motivate consistent effort throughout each month. (LINK TO BONUS BLOG)

I prefer bonuses based on income rather than occupancy. You could have 100% occupancy but still generate low revenue if you’re only at 60% or 70% of your potential income due to excessive discounts or other issues. The focus should be on the store’s income, not just occupancy rates, as income gives a clearer picture of financial health.

Another crucial component is the telephone performance scores. I strongly believe in incentivizing this area; if a team’s score falls below 80, they aren’t performing to the best of their capabilities. Consistently achieving a score of 80 or higher should be considered exceptional.

Training Tools

To ensure success, providing consistent and regular feedback to employees is essential. For instance, when an area manager visits a store, they should address specific issues, such as a customer complaint or a broken light, and evaluate how employees are performing and how well the store is functioning overall. It’s important to foster communication about these aspects and to encourage employees to suggest better ways to handle processes.

Additionally, hiring individuals who are eager to grow and improve is crucial. Some people, often called “office rats,” may prefer to stay behind the counter and avoid taking on new challenges, while others thrive on being active and engaged in in-store operations. Striking the right balance between these two types of employees can be challenging.

Moreover, it is vital to take customer feedback seriously. For example, if customers report issues through surveys or a hotline—like a manager not being present at the store—these concerns should be addressed promptly. Regularly reviewing customer feedback, including online reviews on platforms like Google, can help identify areas for improvement. If there are persistent complaints about managers or operational hours, these should be addressed immediately, as they indicate a disconnect that needs to be resolved. As a supervisor or owner, you should reflect on any feedback received. If there are complaints about a light installed and not functioning correctly, tackle the issue positively with customers.

Implementing effective training methods, such as role-playing, can improve team performance. While some may be resistant to the idea of role-playing, making it enjoyable can lead to positive outcomes. Additionally, reviewing mystery shopping calls with managers is critical. If managers aren’t shown their performance reports, they won’t have the opportunity for improvement. Regular coaching is essential for fostering growth.

Shadowing peers and participating in sales training seminars are also valuable. All skill development requires practice; you don’t simply practice once and maintain your skill level indefinitely. For example, I used to be proficient in tennis and singing, but after not practicing for a while, I realize I’ve lost some of that ability.

Communicate Your Expectations

Let the employees know what is essential. I keep coming back to income because if we say we need all our stores to operate at 99%, that’s what they’ll focus on. However, I’m no longer emphasizing the occupancy percentage; instead, I’m focusing on revenue. It’s important to talk about customer satisfaction, how they perform in mystery shopping, and any reviews they receive. Additionally, we should monitor property upkeep and seek any cost-saving ideas that employees might suggest.

Customer service is crucial as well. I have placed a sticker on all my doors that read, “If you’re happy with us, tell a friend. If not, call this 800 number.” We manage that 800 number during the day, but in the evenings, it records messages, and we follow up during the day. This feedback process is vital.

Remember, learning can be enjoyable, and we should strive to make the experience of learning and improving positive for our employees. It’s essential to “inspect what you expect.” If you think everything needs to be a certain way, you must visit the store to ensure it’s happening. Communication with employees and managers, including assistants and relief managers, is key.

Sometimes, even when you’re not at the store, it helps to leave encouraging notes instead of just lists of tasks. Instead of framing it as “You better get this done,” try saying, “If you have any extra time, could you please take care of these tasks?”

Managers Don’t Get Along

I have a story about when I dealt with some managerial disputes in New Mexico, specifically in Albuquerque. I was brought into the office because of a manager and assistant feud. The conflict was so severe that I had to fly out there to sort it out. Surprisingly, the issue stemmed from a disagreement over the color of the pens; the manager wanted blue ink, while the assistant used red. Traveling all that way for such a trivial matter was absurd.

When I arrived, I suggested using blue ink for clarity since the red ink was too light. To complicate matters further, the assistant had let her dog into the office, and the manager was allergic to the dog’s hair. Ultimately, I had to let the assistant go, stating that we wouldn’t tolerate arguments over something insignificant like pen colors. During our discussion, the manager admitted she had never liked the assistant from the beginning, which raised questions about the hiring decision.

It’s essential for everyone, especially in leadership roles, to be on the same page. Allow your team to provide input, leading to better relationships. As managers or team leaders, whether you’re training assistants or guiding customers, make the process enjoyable. Otherwise, the day can feel dull and unproductive.

Accompanying Video