Want to increase sales across your center without spending money? Build real relationships with your tenants—yes, even the nationals—and learn what makes their businesses tick. Whether it’s knowing when their busy seasons are, or what local events might drive traffic their way, these little nuggets can lead to big wins. Case in point: One of my tenants recently hosted an autograph signing with two Stanley Cup champs. We worked together to notify other tenants, open a nearby vacancy for overflow merchandise, and even coordinated with restaurants to hand out free sliders and smoothies. The result? Packed parking lots, happy tenants, and buzzing social media. The more you know your tenants’ businesses, the better you can support them—and when they win, you win. Don’t wait for rent checks to be your only interaction. Ask them how they’re doing, what’s working, and what’s not. They’ll often tell you exactly what they need—and how you can help. Rockstar Move: Challenge your property manager to tell you one thing about each tenant’s business. Just one. You’ll be amazed at what you learn.

One of the biggest mistakes I see shopping center owners make? Relying on online rent comps. You know those listings are wrong—I don’t even give my info to those sites! So how do you get accurate market data? You build relationships with your Neighborhood Leasing Agents (NLAs). When I was underwriting a deal, a quick call to a neighboring agent gave me the inside scoop on a renewal deal with a national tenant. That insight alone let me confidently increase my projected rent by $10/SF—which helped me win the deal! And I don’t mean a one-time “nice to meet you.” You’ve got to nurture those relationships over time. I even host Dead Deal Meetings twice a year where I gather the leasing agents in my market and we swap deals we couldn’t do. I’ve leased space from leads that came directly out of those meetings! Pro tip: Sharing is key. You can’t just take, take, take. Be generous with your own intel. It builds trust—and it comes back tenfold. Bottom line? Don’t isolate yourself behind rent rolls and listings. Get out there. Meet the agents. Build trust. Share leads. Real-world info beats appraisals every time.

Forget what your rent roll says. Forget what CoStar or the appraiser says. If you really want to know what the market rent is—get in your car, drive your market, and talk to other leasing agents. When I buy a shopping center, I don’t guess rents. I do the homework:• I identify my competition.• I walk their centers.• I peek inside the vacancies.• I evaluate visibility, parking, signage, frontage, and foot traffic.• I stalk their websites for quoted rents and CAMs.• Then—I talk to the agents. I ask what’s leased, what’s not, and what’s real. Visibility alone can justify a $10 PSF bump! A 1,200 SF endcap on Main Street with 65,000 cars/day? That’s a different animal than a deep-in-the-back space in an 800,000 SF center. Want higher rents? Build the case. Understand the vacancy rates, the comps, the demand, and the foot traffic. Then test the market. Start quoting $26 instead of $22 and see who bites. Own a multimillion-dollar property? Act like it. Be the most informed landlord in your market. And remember—if your tenants are crushing sales and paying 2% in occupancy cost, they can likely afford more rent.

Vacancy is expensive—and more often than not, we landlords are the ones causing it. How? By letting tenants pay late… again and again, until suddenly they’re three months behind and it’s easier for them to move out than catch up. That’s not good for them or for us. When I acquire a property, I give tenants a 90-day “habit reset.” I meet them, review their lease terms, and tell them we’re enforcing the rent due date—no more cozy grace periods. We charge late fees. We don’t waive them. Period. And yes, I track delinquencies on the 5th, 10th, and 20th every month. Here’s the Rockstar move: Get your tenants on ACH. The more automatic, the better. And if your tenants are local, pop in! A quick “Hey, haven’t seen the rent yet!” goes a long way. We’re in this business for two things: rent paid and doors open. So be diligent, be firm, and don’t be the landlord who contributes to their own vacancy problem.