Saturday, October 29, 2011

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Friday, October 28, 2011

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Wednesday, October 26, 2011

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Wednesday, October 12, 2011

Steve Jobs the Role Model

Steve Jobs the Role Model

Most kids played sports when they where in high school. I stayed home and programmed computers. Most kids followed the life of Joe Montana and Roger Staubach. I followed the life of Apple Co-Founder Steve Jobs and Microsoft's Bill Gates. I started my first computer company while in high school creating database programs for Apple Computer users. In the early 80's the Apple computer was the most amazing product out there, and Apple continued to build products that revolutionized the industry. Apple was millions of times smaller than IBM and Unisys, but Jobs knew then that he could compete because he was not going to be a follower. Apple was going to be an innovation leader.

"People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things I have done. Innovation is saying no to 1,000 things." Steve Jobs, Apple Worldwide Developers Conference, May 13-16, 1997

For the next 30 years, except for a short period of time when "professional management" was in charge, Apple was a leader in creating innovative technology products. They thought differently, took risks and made change happen. The world really is better because of Steve Jobs' focus on being different.

At Signature Community we always strive to be a leader in innovation in a very old-world industry. More than 15 years ago we started advertising our apartments on the Internet with full video tours. Some landlords still haven't even made that transition. Since then we have tried to stay a step ahead of our customers, providing unusual and exceptional services not offered by any other landlord. Once again we are embarking on major changes in our company that we feel will revolutionize the industry. We will be sharing those ideas with everyone shortly.

My dream is that we at Signature Community will be able to do for apartment residents what Steve Jobs did for technology users. He was a true icon of innovation and changed the world. If there is anything we should learn from him, it is that anyone that finds what they love, keeps focused, and works to make the world different can make it happen.

"Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma - which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary." Steve Jobs, Commencement Address, Standford University, June 12, 2005 - video link - http://youtu.be/UF8uR6Z6KLc

Above is a video we require every new NY team member of Signature Community to watch. It is Steve Jobs' commencement address at Stanford University (even though he never graduated from college) that he delivered just after he was diagnosed with liver cancer. The message is do what you love everyday. He helped change the world every day until his his death.

Enjoy.

Thanks for doing what you love at Signature Community.

--
Nickolas Jekogian
CEO
Signature Community
917-763-3500
www.ASignatureCommunity.com
Blog -http://www.nwjceommm.blogspot.com/

"Si³" Signature: Ideas, Innovation, Implementation!
Send ideas to: ideas@asignaturecommunity.com

Monday, October 10, 2011

Good talk on the importance of Failure

I have written in this blog many times about successes coming from failures.

http://bigthink.com/ideas/39549?utm_source=Daily+Ideafeed+Newsletter&utm_campaign=1ed47a2bff-Daily_Ideafeed_August_5_2011&utm_medium=email

This is a great story of NEVER GIVING UP

http://www.youtube.com/watch?v=OHRSYKlMGR8&feature=youtube_gdata_player
--
Nickolas Jekogian
CEO
Signature Community
917-763-3500
www.ASignatureCommunity.com
Blog -http://www.nwjceommm.blogspot.com/

"Si³" Signature: Ideas, Innovation, Implementation!
Send ideas to: ideas@asignaturecommunity.com

Good Talk

http://bigthink.com/ideas/39377?utm_source=Big+Think+Weekly+Newsletter+Subscribers&utm_campaign=83270ad4d3-Friday_Newsletter_T_Boone_Pickens_July_22_2011&utm_medium=email

good article on what we need to do in the US to protect our future.

Good Leadership article

Since we believe everyone at Signature Community must be a leader I thought I would share this:

http://www.thepracticeofleadership.net/leadership-manifesto?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+ThePracticeOfLeadership+%28The+Practice+of+Leadership%29

NAVY SEALS ARTICLE

http://bostonvcblog.typepad.com/vc/2011/05/what-entrepreneurs-can-learn-from-the-navy-seals.html

I did a navy seals training program earlier this year and recognized many of the characteristics mentioned in this article.

Fwd: Wantmore, Tweakmore, Totalscum, and the Tragedy of Boneheadia

---------- Forwarded message ----------
From: Nick Jekogian <njekogian@scig.co>
Date: Thu, Jul 7, 2011 at 10:35 PM
Subject: Wantmore, Tweakmore, Totalscum, and the Tragedy of Boneheadia
To:

http://www.slate.com/id/2298582

Nick Jekogian
Signature community
917 763 3500

Wednesday, October 5, 2011

Always Be Changing

Always Be Changing

Five years ago, anyone could buy a building, hold it for a few months, refinance out all their invested equity or sell the deal for a profit based on the appreciation. Apartment buildings, shopping centers, office buildings and homes were being traded like baseball cards. We were in the middle of a huge bubble and like most bubbles very few even realized it was happening until it was too late. At the time real estate business models had nothing to do with successful operations and hinged on speed of the transaction and leverage.

When the speed of change outside the organization exceeds the speed of change within ...The end is in sight! Jack Welch

That all changed in September 2008 with the financial meltdown. It was then that we realized at Signature Community that our business model needed to change drastically. Knowing that we need to change and knowing how to change are two dramatically different things, compounded by the need to meet the interests of many different parties.

Innovation distinguishes between a leader and a follower. Steve Jobs

In Fall 2008, Signature Community embarked on a radical new business process which we now call Si3 (Signature Ideas, Innovation and Implementation). It started several months earlier, when I hired Jonathan Colton, who is a business strategist, to advise our Acquisitions and Management Teams. After a few months, Jonathan and Dave McLain convinced me that Signature needed to be a company where change and innovation are a necessary and regular business activity. Jonathan designed Si3 based on ideas for change and innovation that I had hoped we would accomplish at Signature. Jonathan worked closely with our management team as we began our journey into unknown territory.

Jonathan's concept was that we needed to include the entire organization in the Si3 process, break out into teams led by front line managers and set a target role-out date for 90 days later. I thought it was a radical idea to include the entire organization in the change process. Everyone was asked to work on ideas that would make Signature a better place to live & work, a healthier company. We faced big challenges and needed all of our collective talent on the same team toward progress to make Si3 work. We had to make sure we found a way to make everyone part of the successes and failures. The process is a very simple, yet very powerful tool for change.

The first step was to generate ideas on how to make radical changes in the organization. As the CEO, I asked everyone I could for their feedback on how to change for the better. I asked our team members, investors, lenders, customers, outside consultants, friends, former employees, new team members and even military generals. I read magazine articles and toured other companies. You name it, we included it in our research process.

We then filtered through the ideas and divided them into buckets (themes) such as customer service, Team Member experience, cost cutting, green initiatives and more. We asked each and every team member at Signature to participate on a team focusing on one of these themes. Leaders were elected for each of the teams with the only restriction being that the leader could not be senior management. And then we set the groups free to make it happen. We borrowed an idea from Google where we give everyone on each idea team up to 20% of their week to work on these ideas.

What resulted in a few short months was nothing short of amazing. Innovative projects were implemented that saved us money, increased our resident satisfaction, helped our employees (now called Team Members) and led to greener communities at Signature. But the truly amazing part was the intrinsic value of this initiative.

We are an organization that serves thousands of residents in more than a dozen markets nationally. Our team is physically separated by thousands of miles. After our team members started collaborating on ideas that they were collectively interested in, they developed bonds that are even stronger today. We saw an immediate increase in team member engagement. Today, many companies are discovering that money does not motivate everyone like they once believed. Second, money is not readily available to reward everyone like it was in better times.

When you are through changing, you are through.
Bruce Barton

We need to challenge people in ways that they enjoy and with which they feel connected. This is exactly what happens at Signature during the months where the Si3 participants work on ideas that each team picks on their own. These teams have the freedom to work on ideas that they are passionate about.

SI3 helped us find new leaders in the organization. We had maintenance team members, managers and even residents step up to lead initiatives and teams, which allowed us to see people in a different light and move them into greater leadership roles in the organization.

While our initial goal was to save money and increase customer service, what we really gained at Signature, was a much more engaged Community of thinkers and doers. We learned to embrace and create change.

Change before you have to.
Jack Welch

Thanks for making change happen at Signature Community!

--
Nickolas Jekogian, CEO
Signature Community
917-763-3500
www.ASignatureCommunity.com
Blog -http://www.nwjceommm.blogspot.com/

"Si³" Signature: Ideas, Innovation, Implementation!
Send ideas to: ideas@asignaturecommunity.com

CEO MONDAY MORNING MESSAGE