The Leader - March/April 2009 - (Page 41) the organization’s importance as a contributor to the industry where he has spent most of his career. Critical Competencies for Navigating the Downturn “The same competencies that make you a highly effective real estate organization in good times, makes you a highly effective real estate organization in bad,” McBlaine says. “The stresses are a little different, but in either case, the key is having a solid and effective line of communication with the key customers within the business.” Client relationship management (CRM) systems are extremely important to the success of a highly performing CRE organization, he says. And, especially in difficult times like these, the CRE must have the trust, confidence and connection from the “ 2 0 0 9 THE LE ADE R “ What creative things can we do to make the changes in our business that can help the most? It’s that kind of scenario development, based on strong knowledge of the portfolio – those are the gifts that the business is really looking for at a time like this. customers inside the company in order to help them. “Help often takes the form of what can we do to collapse the space envelope, what can we do to take costs out,” McBlaine says. “What creative things can we do to make the changes in our business that can help the most? It’s that kind of scenario development, based on strong knowledge of the portfolio – those are the gifts that the business is really looking for at a time like this.” It makes a lot of sense: A group that is efficient with their processes and how they work and collaborate with their partners is all the more prepared when difficult stresses are thrown into the system. “You and your partners are better able to step up and respond,” he says. So, what is McBlaine doing to help his own group navigate through this time? “In terms of what we are trying to do to help our clients: We are focusing on developing creative ideas for our clients,” he says. “We have been hosting net meetings and conference calls within the industry, to determine best practices around cost management and cost reduction: What are the top ways to deal with vacant space within a portfolio? This is particularly more challenging with vacancy rates climbing.” In addition to looking for new, innovative ways to manage the crisis, his group is looking to established ideas and best practices around cost reduction. “We are trying to bring our clients the tools, the learnings, the best practices, and the partnerships that can help them best navigate,” he explains. “In terms of our own firm, we aren’t immune to the economic environment and we are doing all those same things ourselves.” 41 MARCH / APRIL
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