Category — Leadership

I am passionate about learning…In fact so much so, that I believe that staying ahead of the learning curve is what keeps you relevant, interesting, engaging, and a few steps ahead of the competition. Show me a person or an organization that doesn’t embrace learning, and I’ll guarantee you that the only thing they excel at is failure. It is continued personal and professional development that allows people and organizations to maintain relevancy. You simply cannot adopt a static approach to a fluid market and expect to succeed…it won’t work. A focus on learning not only prevents static thinking, but it fosters innovation. Perhaps most importantly, learning and development form the core of any successful talent management strategy. In today’s post I’ll examine the link between learning and relevance.

Let’s face it, businesses can pump-out a mind-numbing volume of corporate propaganda. But if you’re anything like me, I’ve found words are often of little consequence. As the CEO of a large enterprise, I tend to pay much more attention to the follow through on the statements made…it’s the actions behind the words that are important to me. While I find that much is written and said on the topic of accountability and transparency, I also find that few organizations put tangible practices into play to support the plethora of rhetoric and management speak currently in circulation.

“Nail The Visible” is an operating philosophy that I have long espoused. I never cease to be amazed at how many people seem to gloss over this most basic (and powerful) of business precepts. The phrase “Nail The Visible” speaks to the importance of nailing initiatives which are visible to your most important constituencies: clients, partners, vendors, co-workers and those you report to, as well as other key stakeholders. In today’s post I’ll share a few brief thoughts on why paying close attention to initiatives in public view is more than just common sense; it’s good business.

Today’s post is meant as a reality check for all commercial real estate advisers slugging it out in the toughest market conditions we’ve experienced in this generation. To the chagrin of many, the text that follows is harsh, but it is nonetheless true. Great brokers always produce…Don’t tell me what type of producer you were during the frothy markets of 2005 when sellers experienced record low cap rates, buyers were aided by loose credit and a strong flow of funds from the capital markets, and transactions just seemed to almost close themselves. Rather, show me what type of producer you are today. You see virtually any broker can put-up record numbers during good times, but the real question is what can they do when the market is getting crushed? As the CEO of one of the nation’s largest commercial real estate firms I’m pleased to say that the majority of our advisors already understand what I’m addressing in the text that follows, but for those that don’t, here’s a gut check for you…

As we enter into the dog days of summer, many of us will take time off to recharge and re-bond with friends and family prior to putting on a full court press for Q4.  Logic suggests that many of your clients and prospects will put their businesses on auto-pilot and will do the same thing.  So, as is somewhat traditional amongst salespeople, advisors, consultants (or for that matter anyone who sells anything), cold-calling and business development efforts slow down to a trickle or are intentionally and completely stopped during these time periods, as the common belief is that “No one is working,” and there is, therefore, no business to be had. In the text that follows I point out the flaws of this ever so conventional (and wrong) thinking.

There is little debate that current commercial real estate market conditions are rough…so rough in fact, that many formerly well thought of brands have not survived the downturn. Regrettably, there will be more casualties before we see the proverbial light at the end of the tunnel. While I’m sympathetic to those who have suffered emotionally and financially as a result of the times we’re in, the harsh reality is that their suffering has less to do with the state of the economy, and much more to do with how they chose to operate their businesses. In the text that follows I’ll shed an uncomfortable, but accurate light on what has become an altogether too common excuse…the economy.

Welcome to the MaggiacomoBlog – I know, I know, another blog??? And why now Kevin…aren’t you a little late to this social media thing? These are fair questions to be sure, and I’ll do my best to answer them in the text that follows. But before I go any further, I want to introduce myself to those of you not familiar with my background. I am currently the President and CEO of Sperry Van Ness International, the 12th largest commercial real estate brokerage firm in the world with more than 950  advisors in 3 countries, 38 states and 153 markets and having completed more than 39 billion dollars in sales volume on 12,000 commercial real estate transactions in the last 4 years. I worked my way up the food chain at SVN, joining the firm on September 11^th 2001 to help facilitate our national expansion. I later served as VP of our franchise business, EVP of SVNI, and COO before being appointed President last year. Prior to my time at SVN I, I served as an advisor for RTE Group, a telecommunications real estate advisory firm, spent two years facilitating business development for Costar Group, and began my real estate career in 1995 at CRESA Partners, Boston.  Enough about me….