The Manager Minute: Cheryl Reynolds Linck

By Cindy Kent

10/31/2005

Cheryl Reynolds Linck, 60, was born in Los Angeles. She studied English at California Polytechnic State University, San Luis Obispo, and for spending money typed term papers and resumes. Before graduating from college, Reynolds Linck got married. Several moves and two children later, she returned to school. This time, living as a single parent in New Jersey and studying law, Reynolds Linck worked as a paralegal and sold real estate while obtaining a law degree at Rutgers University.

Reynolds Linck credits her achievements to her ability to focus and taking one day at a time. For 10 years she practiced law, specializing in intellectual property before returning to her earlier roots in real estate.

Six years ago, she and her husband, Bruce, moved to Jupiter. Linck met her future employer at a networking seminar and joined Illustrated Properties, where she developed and implemented a training course for agents.

The job: Cheryl Reynolds Linck is director of business development for Illustrated Properties, a Palm Beach Gardens-based real estate firm. She is responsible for recruiting, business development, the mentor program, training and acquisitions. The company has about 100 in-house staff and about 500 agents.

A management lesson learned: Don't become the dead-end for a problem. Have a solution. Also, don't allow, "he said/they said," conversations.

A manager's role: Is to make sure everyone on the team has a clear idea of what to do, is accountable for their own results and is working to capacity but having fun doing it.

Communicating effectively to bosses: Don't run loose, keep in constant touch with abbreviated conversations and then if there is a problem, it's not so far out of the circle that you have to begin at the beginning. Annually, management teams meet for strategy sessions.

Measure employee performance: By measuring results against expectations.

Waste of time: Gossip and indecision. If you don't know what to do, go find out what you should do.

What makes a lasting impression: Authenticity.

Team-building practice: Create a forum where you can get to know employees outside of the workplace such as celebrations, recognitions and picnics.

Conflict-resolution: Get everyone involved quickly, around a table with each person telling their story. Listen, acknowledge and find the common ground for a solution.

Employee retention tip: Keep employees updated of the latest laws and regulations; provide tuition reimbursement; provide support in terms of staffing and resources.

In the desk junk drawer: No junk drawer, but I have junk pockets in my briefcase: M&Ms, earphones; three different pair of eyeglasses; umbrella, magazines and assorted pens.

On the bookshelf: One of my favorite books is Roget's Thesaurus, but I have it in my computer.

What I look for in a job candidate: See what motivates the job seeker matches them up with what you want their job to be.

Advice: See people as people not things. In the past I was too results-driven, but you have to acknowledge that people have good days and bad days. Relax enough to appreciate their good qualities and work around the weaker qualities. No one wants their weaknesses pointed out -- find a way to shore them up.

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