Extraordinary Intern Ppt 10.19.10
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This document discusses leveraging interns and outlines best practices for internship programs. It provides tips for finding and interviewing interns, managing interns, and ensuring a positive experience. Key recommendations include establishing clear expectations, providing meaningful work and mentorship, treating interns with respect, and conducting exit interviews to improve the program. The document also profiles John Culbertson and his experience in real estate development.
Extraordinary Intern Ppt 10.19.10
- 1. October 2010 The Extraordinary Internship Experience Leveraging The Power of Interns
- 2. Octob Looking Back 損 Were you ever an Intern? 損 What were the good parts? 損 What were the bad parts? 損 Knowing what you know now, what would you do differently? The Extraordinary Internship Experience is a simple process to assure you that proper expectations are established and managed, and the intern is positive about their work.
- 3. Octob What has Worked with Interns? 損 A project that was a mess and nobody would commit to was completed! 損 They were autonomous/self-sufficient by the end & didnt need to ask a lot of questions to get things done. 損 They were passionate about the work and had a positive attitude. 損 They provided innovative ideas and injected new energy into the company. 損 Your company established a strong relationship with a local university. 損 They learned a lot quickly and became valuable to the company.
- 4. Octob What has NOT work with Interns? 損 Expectations from both sides were not met. 損 There was not enough mentorship for the intern. 損 The company received no return on their investment. 損 The intern produced poor quality work. 損 The Intern required too much training for the return received. 損 There were different communication styles being used. 損 The intern didnt mesh with the current personalities and corporate environment.
- 5. Octob Knowing what you know now, what would you do differently? 損 A Little Preparation = A Great Internship Experience Come up with 10 things for the intern to do. Limited Scope, not super technical, can be done in 90 days. 損 How do I Find the Perfect Intern? Establish relationship with a local university. Ideally in a Real Estate focused department. MBA programs are a great resource. The process we use
- 6. Octob Knowing what you know now, what would you do differently? 損 The One-Two Interview Solution Discuss Company Background. Ask the Dan Sullivan Question. Go Over List of Tasks; Explain and then have them rank them. 損 The 2nd Interview: Intern Management Solution Establish a goal with ideal results, list the obstacles to getting there, and provide solutions with budgets and timelines so that the intern can work autonomously. 損 Exit Interview: Internship Improvement Ask the intern what worked and what didnt Treat them and their opinions like you would any other employee Continued
- 7. Octob Knowing what you know now, what would you do differently? 損 Have patience, compassion, and a sense of humor. 損 Communicate clearly, often, and well. 損 Be open to new ideas. 損 Learn how to handle intense emotions. 損 Keep growing and learning. 損 When starting a project, tell them to get 80% done. 損 Forget about yourself, focus on others. 損 Forget about your losses, focus on your opportunities. 損 Forget about your difficulties, focus on your progress. 損 Forget about who you were, focus on who you can be. 損 Forget about your complaints, focus on gratitude. Items to Consider
- 8. Octob Additional Resources 損 Cardinal Real Estate Partners Blog http://www.cardinal-partners.com/blog.asp 損 SIOR Scholarship Matching Program http://www.siordata.com/sioref/scholarships.asp Reach out to your local Chapter for more information 損 The Internship Institute http://www.internshipinstitute.org/ 損 Strategic Coach http://www.strategiccoach.com/
- 9. Octob John Culbertson has a knack for developing creative solutions and successful strategies for even the most complex real estate deals, and he's always up for a new challenge. He reviews your needs from every angle, understands all the complexities and comes up with the right strategy for your ultimate success. He's our proverbial man with a plan. John has developed proprietary processes for all aspects of real estate sales, leasing and development. He has development and transaction experience throughout the United States, and has worked with a wide variety of public and private institutional clients. John obtained his MBA from the McColl School of Business (the Executive MBA program at Queens College) and is a frequent participant in Harvard's Program on Negotiation. John created Cardinal Real Estate Partners, LLC after working as senior vice president at Trammell Crow Company and International Airport Centers, an institutional real estate developer of airport cargo facilities owned by a top-five pension fund. He has been appointed to many boards throughout the industry, including the North Carolina Turnpike Authority (Chair of Plans and Programming), NAIOP, REBIC, the Mecklenburg/Union Metropolitan Planning Organization, the Charlotte Regional Roads Committee and the Charlotte City Club House Committee. John was appointed in 2009 to the Economic Development Board of the North Carolina Department of Commerce. He is also a member of the Urban Land Institute. John values civic involvement and is an active member of his community. He is president ex-officio of the Queens University Learning Society, as well as a member of the board of visitors for Johnson C. Smith University. He has sat on the board of directors for the Children's Theatre of Charlotte and the development committee for Trinity Episcopal School. John has been an enthusiastic participant in the Strategic Coach program since 2000. About John Culbertson
- 10. Octob John Culbertson has a knack for developing creative solutions and successful strategies for even the most complex real estate deals, and he's always up for a new challenge. He reviews your needs from every angle, understands all the complexities and comes up with the right strategy for your ultimate success. He's our proverbial man with a plan. John has developed proprietary processes for all aspects of real estate sales, leasing and development. He has development and transaction experience throughout the United States, and has worked with a wide variety of public and private institutional clients. John obtained his MBA from the McColl School of Business (the Executive MBA program at Queens College) and is a frequent participant in Harvard's Program on Negotiation. John created Cardinal Real Estate Partners, LLC after working as senior vice president at Trammell Crow Company and International Airport Centers, an institutional real estate developer of airport cargo facilities owned by a top-five pension fund. He has been appointed to many boards throughout the industry, including the North Carolina Turnpike Authority (Chair of Plans and Programming), NAIOP, REBIC, the Mecklenburg/Union Metropolitan Planning Organization, the Charlotte Regional Roads Committee and the Charlotte City Club House Committee. John was appointed in 2009 to the Economic Development Board of the North Carolina Department of Commerce. He is also a member of the Urban Land Institute. John values civic involvement and is an active member of his community. He is president ex-officio of the Queens University Learning Society, as well as a member of the board of visitors for Johnson C. Smith University. He has sat on the board of directors for the Children's Theatre of Charlotte and the development committee for Trinity Episcopal School. John has been an enthusiastic participant in the Strategic Coach program since 2000. About John Culbertson