Industry experts share practical leadership strategies for cultivating high-performing teams.

Truly effective leaders know how to stay composed when the pressure is on. It’s not one’s performance when everything is going smoothly that defines a great leader, but how a person responds when challenges arise.

Industry leaders on an executive panel during Apartmentalize 2025 discussed what real leadership looks like and how to strike a balance between meeting executive standards and supporting the development of high-performing teams.

Effective Leadership in Practice
As a leader, it is crucial to take an introspective look at what is trying to beaccomplished and how to get there. Some leaders may think they are effectively guiding their teams when in reality, they are hindering them. Panelists said that when leading a team, it is important to provide associates with flexibility in doing their jobs.

When asked how to balance flexibility while holding team members accountable, Sheri Druckman, Regional Vice President at Legacy Partners, offered simple yet sound advice.

“Build trust with your teams. Once you give them a safe environment to make decisions, learn from mistakes and implement the necessary changes, they become empowered through those experiences,” Druckman said. “That trust cultivates stronger relationships that help further develop our associates while meeting our goals on the executive side of operations.”

Terri Clifton, Managing Partner and President at Better World Properties LLC, echoed that perspective. “During COVID we learned that it was okay to give our teams more freedom because they would actually give twice as much back,” Clifton said. “We continue to encourage a work-life balance and help one another to cover where needed, and we have a happier environment at both the corporate and onsite levels because of that.” 

Avoiding Costly Leadership Pitfalls
Leaders are often positioned to drive change, but without trust and buy-in from both their teams and superiors, those efforts may fall short. To avoid that pitfall, panelists urged leaders to be open to others’ ideas and mindful of how they communicate.

“You can't go into a new company wanting to make a big change when you don't have buy-in yet,” said Lindsay Duffy, Vice President of Operations at Asset Living. “If you don't have that trust and confidence, no one's going to listen to you no matter how impactful what you’re trying to deploy may be.”

Mistakes are inevitable, but some are more costly than others, especially the ones you don’t recognize soon enough. “As a leader, habits like micro-managing or avoiding conflict can quietly erode trust and damage team morale,” said Elizabeth Francisco, Chief Experience Officer at Inhabit. “Left unchecked, these behaviors can have a serious impact on your business.”

Panelists also highlighted the need for strong communication and transparency across all levels of an organization.

Stronger Multi-Level Communication: Managing Up and Leading Down
Not every implementation is going to work—sometimes things don’t go as planned. When that happens, honesty and communication are key to getting back on track.

“We can't always be the cheerleader. We have to be transparent and give our teams the good, the bad and the ugly,” Duffy said. “Having real conversations regarding what's happening with the business and what's not working with the current leadership style is key to building a successful team. Establish that dialogue, and keep it fluid and open.”

The number one takeaway: Great leaders don’t just model best practices, they learn from their missteps and turn them into teachable moments. By doing so, they not only guide their teams more effectively, but also grow in the process.

Andrew Ruhland is an Account Executive and Content Writer for LinnellTaylorMarketing.