Data has become one of the most powerful tools available to multifamily housing operators, but dashboards and reports only tell part of the story.
During the 2026 Apartmentalize session “Translating Leasing Data into Behavior, Buy-In and Better Results,” attendees explored how leaders can move beyond simply reviewing performance metrics and begin using data to diagnose challenges, coach teams and drive measurable business outcomes.
“The gap we’re seeing is between where we are performing and where our benchmarks are,” said Latrice Leake, Learning and Development Specialist at Mission Rock Residential. “Some organizations don't even know what the benchmark is. We need to communicate that with our teams. That's how we drive revenue from our training programs."
Diagnosing the Real Performance Problem
A key topic throughout the session was the distinction between a skill problem and a will problem. While performance gaps are often identified through leasing metrics, conversion rates or follow-up activity, the data alone cannot explain why an associate is struggling. Leaders must take a structured approach to uncover the root cause.
The presenters introduced a five-step diagnostic process that begins by clarifying expected behaviors. Before evaluating performance, leaders must ensure associates understand what success looks like and can clearly articulate the standards, behaviors and key performance indicators they are expected to achieve.
From there, leaders should focus on observing performance rather than personality. Mystery shop scores, CRM activity, lead follow-up consistency and conversion ratios provide objective insights into whether expected behaviors are occurring.
The next steps involve testing for skill and testing for will. Associates with a skill gap may improve through coaching, role-playing, modeling or scripting. They often understand the process conceptually but struggle with execution. In contrast, will-related challenges often appear as inconsistent performance despite demonstrated capability, resistance to feedback, repeated excuses or a lack of accountability.
The final diagnostic step is ruling out environmental friction. Sometimes performance challenges stem from external factors such as staffing shortages, technology issues, competing priorities or inconsistent leadership.
“Just looking at the data helps take out any bias, either good or bad,” said Ronald Harrington, Director of Learning and Development at OneWall Communities. “We have associates who might want to move on, and others we're making excuses for, so I need to make sure nothing is clouding the situation. I can do all the training in the world, but if there are underlying issues that persist, the challenges remain.”
Turning Data Into Coaching Conversations
Once leaders identify the source of the challenge, they can apply the appropriate solution. Training should be deployed when associates do not know how to perform a task, and coaching is more effective when they need guidance on what actions to take.
The session emphasized the importance of personalizing development efforts rather than relying on broad, one-size-fits-all training programs. Attendees were encouraged to train for the gap, not for the group, which aligns development initiatives with specific performance needs and measurable revenue outcomes.
Another primary takeaway focused on gaining team buy-in. Rather than leading with assumptions or interpretations, leaders should allow team members to review performance metrics before discussing conclusions, which helps reduce defensiveness and encourages productive dialogue. Comparing behaviors to benchmarks rather than criticizing individuals creates a more constructive environment and strengthens accountability.
“We have to personalize the information and review the training paths we create as we go along,” Leake said. “Both our star associates and entry-level associates need to be further developed and measured. Only then can we align those efforts to revenue. And at the end of the day, we are a business that aims to meet our operational goals.”
Measuring Progress and Celebrating Success
The work does not end once training is delivered. Panelists stressed the importance of measuring adoption metrics, monitoring behavioral changes and identifying any new skill gaps that emerge. Leaders should continually refine training efforts based on results and use ongoing insights to improve future performance.
“We’re all in training and we have to show the C-Suite the value our programs bring,” Harrington said. “We have to start by asking: What result are we trying to achieve and what revenue impact does it have? For me, that focus has been onboarding. I completely redesigned the process, reducing training time from 45 days to 35. That single change generated $100,000 in savings.”
The session reinforced a simple but powerful message: Data does not coach people, leaders do. By using leasing data to identify root causes, personalize development plans and create meaningful coaching conversations, multifamily leaders can build stronger teams, improve leasing performance and consistently outperform benchmarks.
Andrew Ruhland is an Account Executive and Content Writer with LinnellTaylor Marketing.