‘Less is more’: The leadership shift property management needs

Despite having sharpened her leadership skills over the years, Atkin said the exhaustion she felt in 2025 forced her to review how she managed her team in 2026.

“For me, it came from a place of burnout at the end of last year as it took me probably a week to decompress, literally talking to no one at home.”

“Peopled out, businessed out, and I thought ‘something’s going to give in 2026’.”

While Atkin managed her own wellbeing, leadership consultancy Sidekick reported that in 2025, almost 40 per cent of resignations in property management were attributed to burnout.

Despite being common in the industry, Atkin said that property management leaders who wish to look after their team's well-being should consider altering their leadership style, with the start of a new year being the best time to begin the process.

“We all want personal and professional growth.”

“By clearing the deck, it allows us to not do less work, but rather to make sure we are doing the right work and really holding that level of leadership.”

Why ‘less is more’ is key to leadership

According to Atkin, leaders in property management often mistake complexity and control for high performance and should instead look to empower their teams.

Atkin said property managers had continued to “punish themselves” by adding tasks to their workload rather than simplifying and streamlining processes.

“I think we make the industry harder than it needs to be,” she said.

“People sadly still wear overworking as a badge of honour, but I just don’t think it’s sustainable.”

“Simplicity does not mean lowering standards; it means sharpening focus.”

She added that leaders who have the ability to “simplify” processes and reduce work, rather than increase it, would empower their teams to deliver strong results.

“I think leaders fear simplifying because to them it actually means that they might lose control.”

She said that managers should review their leadership practices to ensure their teams feel safe asking questions, managing their workload effectively, and prioritising customers.

“What’s more empowering for leaders is if they can look to have that trust in their teams, have that psychological safety to make mistakes and learn from it and actually help from the sidelines as a coach.”

“By doing that, you actually get more buy-in from your team because they are more invested.”

Atkin said leaders who decide to amend their leadership priorities should provide their team with clarity on the change and what it entails to ensure a smooth transition.

“It’s really important to communicate that change to your team so they’re not confused, and to ask for them to hold you accountable.”

To ease pressure on staff, Atkin said property management leaders should also implement new technologies that minimise risk and human error while allowing them to prioritise more important tasks.

“If there is process, structure and good systems in place that allow people to actually do the work, that helps to build value, retain good clients and have the conversations that are important to the customer.”

“Empower your people to make the decisions, give them a limit of authority to be able to have those conversations with clients.”

Regardless of experience and job title, Atkin encouraged each individual to continue developing their skills across the industry.

“Sometimes, we need to have honest conversations with ourselves, and that’s not easy.”

“By doing that, you are working on yourself first and foremost so that you can then put structures in place to help your team.”

Personal growth to deter burnout

While investing in their team is evident, Atkin said leaders can also improve their leadership skills and emotional quotient (EQ) through reading and personal development courses.

“I think we need to invest in ourselves if we’re going to be serious about our careers and leadership.”

“It’s a change that we really need to work on; it doesn’t come overnight.”

She stressed that the industry was at a crossroads regarding burnout, with professionals forced to look within.

“I think most people, if they’re honest, were tired and stretched last year.”

“For the first time in the industry, I’m seeing more openness to reflection and real change, and that really excites me for the year.”

As part of the shift towards openness, Atkin said the industry had begun to see the benefits of considering mental health more seriously, enabling staff to devote more energy to their clients.

“It’s really important that for longevity, people look after themselves because if we do, then leaders can look after their people better, and if they are in a good headspace, they’re looking after the clients better.”

“Ultimately, that’s as simple as real estate needs to be.”

“If we can get that right, it should be a much calmer and more streamlined 2026,” Atkin concluded.