I see the same topics recycled all over social media: mindset, marketing, and raising finance. But the one thing I never see people talk about, which I think is the most important topic of all, is leadership.
If you want to raise your standards and operate at a high level, leadership is essential. Without it, there’s no way to scale or operate multiple projects simultaneously.
For example, I’m currently running three sites at the same time, one of which is a high-end luxury hotel. Because I’ve built leadership into my team of trades and contractors, I can trust them to hold each other accountable and keep things moving. They get on with the job, and if any issues come up, they know they can call me without hesitation.
This is how you become a strong leader: by managing your projects more effectively and building a team that is loyal, committed, and actually wants to work with you.
The moment you meet a new trade on-site, they’re sizing you up. They want to know if you’re professional, if you understand what you’re talking about, and whether you’ll tolerate any excuses or lack of delivery from them.
How you handle these first meetings will influence the price they quote you.
You don’t need to be an experienced builder or pretend you know every detail of a refurbishment. At the end of the day, they’re the expert, and it’s their job to know how things work.
What matters is that you carry yourself professionally and bring energy to the conversation. Most importantly, be direct. Don’t fall into the trap of people-pleasing or giving the impression that you’re easy to walk over. If they say something that doesn’t sit right with you, or if you feel they’re trying to pull the wool over your eyes, call them out on it.
If you ask anyone on my team to describe me, they’ll tell you I’m direct—but in a good way. I have a huge amount of respect for them, and I make sure they know that. But they also know that if they don’t deliver, I’ll ask questions, and I won’t let it slide.
Always take the time to praise someone when they do a good job. Let them know you appreciate them and the effort they put in. It makes a real difference. People want to feel valued and enjoy working with you.
The human element matters. Some days, people won’t be at their best. Personal struggles can affect performance, whether it’s mental health, a relationship breakdown, or something else entirely.
I’ve lost count of how many times I’ve listened to my team talk about their problems and offered support where I could.
That’s the key—being there for people. Recognising that they have real emotions and showing empathy builds loyalty. It’s why, even though I don’t directly employ my contractors, they choose to work almost exclusively for me.
Beyond that, do what you can to make their lives easier. When I bring in a new plumber, I give them a folder with a full list of installed products, technical drawings, and clear instructions. That level of preparation shows them I expect the best and won’t accept anything less.
The best skill a leader can have is clear communication. You must be able to express what you want, and the standards you expect people to work to.
Do not micromanage. You need to give people responsibility and trust them to get the work done. If you start managing every minute detail, you’ll hold yourself down. There is no way I’d be able to manage three sites, find new deals, run my hotels and operate my training business if I spent all day looking over the shoulder of my joiner.
Think of leadership like a battery. Every time you micromanage or have a difficult conversation, it drains. But when you praise someone or see a job done well, it recharges. I aim to stay at 80-90%, so keep an eye on your energy levels and make sure you’re always operating at your best.
Being a leader is one skill. Teaching others to lead is another. But if you want to grow your portfolio significantly or take on larger projects, it’s a skill you’ll need.
Why? Because you can’t be everywhere at once. Your contractors, power team members, joint venture partners, and employees need to hold each other accountable.
Focusing on contractors, one way I’ve encouraged leadership in my team is by asking for their input. Something as simple as showing my joiner a design and asking if they’d change anything makes a difference.
It shows them that their expertise matters. After all, we hire people because they’re the experts. Getting their insights on a refurbishment or how to improve processes often leads to useful inspiration.
Giving people a voice also builds confidence in their own abilities.
I talk a lot about high standards. But when you raise yours, those around you naturally raise theirs too. If you don’t cut corners, neither will your contractors. If you show up on-site with a professional, hard-working attitude, they will too.
I also believe in upskilling my team. I’m always teaching my contractors new skills—I even taught my joiner how to Venetian plaster. In my opinion, joiners are the best tradespeople because they can do almost anything.
People often ask if I worry that my team will take the skills I’ve taught them and use them elsewhere. The truth is, I don’t worry at all. When you invest in people and treat them well, they won’t have a reason to leave.
Part and parcel of being a leader is having hard conversations. That includes calling people out when their work isn’t right. This is something I see a lot of people struggle with.
Ultimately, you’re running a business, not a holiday club. Treat every new property you buy like you’re buying a business. It has to make money. If people aren’t working to your standards, or they’re costing you money, they need to be told.
What’s the worst that will happen? They’ll either step up and do better, or things won’t work out, and you’ll find someone else. There is always someone out there ready to step up and take the job.
In the last issue, I wrote about the BELIEVE system. A key part of this is believing in yourself—believing that you are a successful investor or developer, even if you’re just starting out.
You need to believe that you’re a strong leader and that you deserve positive results. If you don’t back yourself, no one else will, and leading others will be impossible.
In my training program, I teach people how to become better leaders. I draw from my experience leading teams in the military, training teams as a bodyguard, and managing teams on my development sites.
If you’re ready to operate at a higher level, get in touch using the details below.
LinkedIn: Thomas Sumner
Instagram: beyondpropertytraining
Email: info@bbnw.co.uk
