Five Keys to Managerial Success
A Guide to Successful Community Management

New managers (our company has trained nine in the last twelve months!) often ask me the characteristics of a good manager and which approach to management will make them successful in this business. They want to know what methods have proven effective over the years. Essentially, they want to know what works and how they can implement those processes to benefit their daily work lives.

As I thought about this question, part of the answer became evident recently in a meeting of new managers at our office. Three more seasoned managers presented ideas on time saving tips. It was very interesting to note that the 40-something manager relied on chron files, suspense files and notes in his calendar - - - whereas the 30-something manager relied on e-mails and a sophisticated system of tracking information in Outlook - - - while the 20-something manager used visual systems on the computer and reminders in Outlook tied to future dates with small goals noted in priority order on a backward counting method. (Whew!)

Bottom line – these three managers are all successful managers, but are also representative of their training and the generation they represent. Our successful methods truly relate to the systems that we have learned and personalized through the years. It is more than just being comfortable with a process or a project; it is knowing what works for us that allows us to consistently accomplish our goals and find success on a daily basis.

So then, whether we are 60-something or 20-something, what provides to managers a framework of procedures and methods to follow for success? What are some time-tested, inter-generational processes on which managers can rely? After much thought, I have been able to identify for my managers five approaches to help lead them along the road to success.

In my opinion, a conscious commitment to follow up heads the list. Making a commitment to double check and confirm the facts goes a long way with Board members and homeowners. In my history of community association management, I have noted that a commitment to getting an answer or providing a response within twenty-four hours goes a long way toward building trust. After all, trust is what defines the relationship between Boards of Directors (and ultimately the homeowners) and the manager. The Board needs to be able to trust that the manager will follow through on his or her commitments. If the manager calls back on a certain situation just to acknowledge the call, even if they don't have an answer, the realization that the matter is being reviewed will go much further than no response. No response leaves the homeowner or Board member wondering if the message had been received. Don't ever leave them guessing. Follow up!

A second priority is doing what you say you will do. This sounds easy enough, but in my estimation, this process actually requires a higher ability for setting priorities and being able to predict how long certain processes will take. The seasoned manager will know approximately how much time certain answers will require and will provide that input to the questioning party. My general rule of thumb has been to estimate the time, add an hour or a day or a week depending on whom and what you are working with, and then provide that time frame to the other entity. If you don't make that time frame or can foresee that you won't make it, then another call is in order to the questioning party to establish a new time frame. Use suspense files, reminders in Outlook, your day timer or cell phone to prompt you to remember these commitments. As you successfully keep your commitments, you will continue to build trust with the owners and Board members. If a Board member feels secure that they can trust you to respond as promised, they will be more likely to provide positive feedback to those around them than to provide negative feedback. Once I went to a meeting with another senior manager to help facilitate a transition for the community. The manager never made notes, but she did make commitments. After the meeting, I asked her about the items she needed to complete, and she said to me, “I don't think I had anything to do from that meeting. I think it was all taken care of.” I had made a list of several things that she committed to do, but because she was just moving through the meeting with little thought to follow up, she didn't make the connections that she needed to make. That type of management doesn't last long, as you can imagine!

Thirdly, being honest is also high on the list. We need to be able to provide honest feedback. It is not as difficult for a homeowner to hear the words, “I overlooked that request. I apologize,” as to hear words of vague uncertainty such as “When did we talk?” or “Did you speak to me?” Keep good records and admit slip-ups – we all make them. What makes them worse is to deny them or attempt to cover them up. One small act of dishonesty can ruin a reputation for years or even worse, forever. Many small acts of honest communication solidify relationships and provide the basis for building trust. I once had a supervisor who would start her sentences with the words, “Well, to be really honest with you…” This type of approach fosters insecurity on the part of the listener. It leaves them wondering about things like “When is she not honest? Has she not been honest during this conversation already?” Don't make honesty a matter of insecurity! Provide honesty liberally and consistently. Managers will be known by their straightforward response and duly appreciated for it. Any new manager worth their salt needs to be able to say, “I don't know the answer to that question, but I will find out and report it to you tomorrow (or next week, or at the next meeting.)” This honest commitment is what the Board or homeowner will hear and appreciate. When you follow up and do what you say you will do, it reinforces your approach to community management and allows the public you deal with to put their trust in you.

A fourth priority is to thoughtfully wear the other shoe. In other words, put yourself in the place of the homeowner or Board member. The truth of the matter is that they are not nearly as informed as you are (or should be!) as the manager. The vast majority don't know the state laws or the documents or the maintenance responsibilities for their community. They haven't looked at the financial statements and may not have a clue what the reserves are for. They don't understand the association management process or the fact that you have other communities, but they do want your ear! They want you to listen. So, listen! Put yourself in their place. Let them hear your empathy and then take the time to educate. Be a teacher--even better than that--be an educator! Help them feel better about getting the answer to their questions. I once had a homeowner call me at home in a panic because his home was flooding and he didn't know what to do. Yes, it was an inconvenience and yes, he should have called the on-call manager, but he didn't. He called me and since I answered the phone, I handled the problem. He got an immediate answer on where to shut off the water and he got a head start on the process for clean up. That was six or seven years ago and this man has mentioned that experience to me several times since then (and more than likely, he has mentioned it to others). In his time of panic, he appreciated my concern for him and my valuable compliment to him by handling the call. It is amazing how much distance you can get out of a small act of empathy! This one experience solidified our relationship as friends, and has actually led to his involvement in the community as a reliable and trustworthy contractor, so in the long run, we both benefited from that disaster!

Lastly, have a genuine service-oriented approach to your work. Yes, we are professionals and yes, we are very busy. But, our busy-ness should not excuse us from having to provide good service or positive responses to our clients. They have contracted with us for a management SERVICE and the quality of our service will eventually make or break our company. Good service should be rewarding, challenging, and contagious! We really do want our clients to tell someone else about us – only we want to be featured in the stories related to good service, not bad! Think before you speak when it comes to service and going the extra mile. It is truly a great opportunity every time the phone rings or there is a knock on the door. Rise above the last irate call, the muddled journal entries, and the pets and parking scenarios to provide good service for EACH contact. You never know who is listening to the tone of your voice and the potential positive (or negative) results that could occur!

In summary, here are five observations from a member of the old school to help you catch the brass ring of success every day:

• Make a conscious commitment to follow up;
  
  
• Do what you say you will do when you say you will do it;
  
  
• Be honest;
  
  
• Put yourself in the place of your client; and,
  
  
• Make good service a genuine commitment.

I am sure there are many more items that we could add to this list, but from the perspective of a pragmatic generalist, I see these five among the top ten. Think about your own success stories and see what you can develop in yourself to ensure success! Good luck!