Dave Thomas, founder of Wendy’s, once described great managers as those who stay ahead of issues—not those who scramble to fix them after the fact. He called it “riding the wave”. That same principle applies in the self-storage industry. Success doesn’t hinge solely on reacting well under pressure—it comes from anticipating the next move before it’s needed.
Looks Ahead, Not Behind
Good managers don’t wait until problems appear—they see the warning signs early. Think of a facility running low on packing supplies. The right manager tracks usage patterns, anticipates restocking needs, and places the order before anyone notices a shortage. Poor managers, on the other hand, are blindsided—waiting until they’re out of materials and scrambling to fix what could’ve been avoided.
Learns from Experience
Strong managers treat every misstep as a lesson. Over time, they develop instincts from patterns they’ve encountered before. They don’t need to make the same mistake twice to know it’s worth preventing. This habit of learning—from their own oversight or others’—builds sharper judgment and fewer repeat issues.
Notices Shifts Others Miss
The best managers are alert to subtle changes—whether it's an uptick in demand, a dip in occupancy, or a customer behavior trend. Dave Thomas noticed a shift in how people wanted affordable family meals, and that led to his success at KFC with the famous chicken bucket. The same mindset applies in self-storage: recognizing early signs in the market lets managers test promotions, adjust pricing, or refine operations before competitors do.
Tracks Market Data Daily
Being aware of what’s happening in your facility is only half the job. The other half is watching your local competitors. Are they offering a move-in special? Did they adjust rates? What’s trending on customer review sites? Managers who stay informed can adapt quickly—adjusting rates, tightening expenses, or changing strategy to maintain a competitive edge.
Prioritizes What Moves the Needle
Not all tasks are created equal. Great managers focus on activities that drive revenue or cut significant costs. In self-storage, this often means prioritizing lead conversion and retention over minor office tasks. For example, filling vacant units has more financial impact than reordering office supplies. An effective manager knows where their time matters most.
Final Thoughts
In many ways, managing a self-storage facility is like surfing—you either stay ahead of the wave or get knocked down by it. Dave Thomas believed in hiring people who could anticipate, adapt, and act without being told. The same standard should apply when hiring or evaluating managers in this industry today. The right mindset can make the difference between a property that coasts and one that consistently outperforms.