replacement, so you may personally fill the doorperson or maintenance role so there is minimal impact to the association. Inform the board there was a problem and a purposeful solution. You may want to let board members know you happened to save the association money by choosing to fill-in. Proving your ability to be a team player will lead to better results.
COMMUNICATE
Finding ways to have a dialogue is a skill. Providing top- notch customer service to the residents is having the ability to balance both speaking and listening while remaining honest and authentic in your delivery. If the residents don’t believe what you are saying, your credibility is shot, and it is your responsibility to set the foundation to build credibility and trust.
If an elevator is not working or a treadmill in the fitness room is broken, send out a quick email or post a memo so the residents can plan accordingly. Sending out quarterly newsletters is another form of communication as they inform residents of building and staffing updates, as well as neighborhood and community events.
It is important to know that doing what you say you will do is just as crucial as what you say. If you don’t have an answer to a resident question or a resident has an urgent request, you need to prioritize what you are working on and determine when you will respond. In many instances, their needs and requests are not urgent. However, it is our job to deliver an honest and respectful response so the resident is aware that you were actively listening and recognize that it is a priority in their eyes.
As managers, we are leaders. Residents trust the familiar face of a property manager especially an on-site manager who has an office that residents can visit. Communication with residents regarding topics such as the pandemic, inflation, and social justice are not covered under the management contract. These conversations are not a waste of time; they add value to your credibility and authenticity. I have spent hundreds of hours over the years having random conversations with residents about issues that are important to them. Although these conversations may come at inconvenient times, they allow for the opportunity to engage.
DOCUMENT YOUR WORK
In your monthly management report, have a section labeled, “Additional Time Spent.” Oftentimes, we become distracted and fail to communicate to the board the hours upon hours of supplementary work required to obtain the desired outcomes. In documenting your additional efforts, it allows you the opportunity to demonstrate your dedication to the association.
Many extras are related to association work but are not in the management contract. There have been numerous times residents have met in my office following a monthly board meeting. It did not matter that I was getting my jacket
10 | COMMON INTEREST®
on and locking up my desk, they wanted to debate and talk through every aspect of the meeting. This is valuable consulting time and should be documented. If you find yourself working nights, weekends, or on your personal time off, include this as comp time.
Time spent on researching, obtaining, and reviewing proposals for EV charging stations, boiler replacement, cameras, facade work or replacement key fobs should be detailed. A water leak is not as simple as filing an insurance claim. The work associated with just one leak can cut into your time for months before the mitigation and repairs to all the units are complete and the insurance details are finalized.
As managers, we are often asked, “Can you do me a favor?” Personal favors such as holding mail for 30 residents and forwarding mail/packages through USPS and FedEx to their second homes requires several additional hours per week. In addition to our managerial position, we also serve as tech support for assisting residents with Wi-Fi, printers, computers, and smart phones. Informing the board of these extra favors will allow the opportunity for the board to decide if the association may want to monetize these supplementary services.
board members are volunteers who may have little or no professional experience running an association, so it falls to the manager to educate the board on just how much time our job takes.
BE YOUR OWN SELF-ADVOCATE Take the initiative to network and develop relationships with other properties, real estate agents, attorneys, contractors, and community leaders. Attending CAI professional educational classes and seminars provides you with additional skills and expertise that are essential to the successful management of your association.
As the end of the year approaches, the board should be made aware of your efforts, achievements, and challenges. The hope is that you can be an integral part of your yearend review. Volunteer board members may not want to take the time to discuss your review in detail. They may provide a few suggestions on how you can improve next year and send you off with a raise and maybe a bonus. If that does not satisfy you, remind them of what you are worth and your value to the association. Do not necessarily expect to receive support from your supervisor or management company regarding this issue. Be your own best advocate.
This is the precise time to pull out your “accomplishment” card and remind the board of everything you have done. Communicating the course parameters makes everything easier for all involved. Celebrate the service you provide to the board and residents. This is your career, so play the course and drive it!
• Summer 2022 • A Publication of CAI-Illinois Chapter
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