Connecting through communication: helping property managers get the message across: the first rule in communication for property managers is to not assume the message intended is the same one that the resident or staff person hears. Berry suggests some effective ways to communicate with residents, maintenance staff and vendors.

The world has come a long way from the days when drums beating in the distance signaled a warning of an approaching foe. Today, high-speed computer communications allow for information to be obtained in the blink of an eye. But the million-dollar question is: Has the basis and the basic principles of communication changed?

It can be agreed that methodology and demands have changed as technology has evolved, however, the basis and needs of humans for communication over the centuries has not been altered.

In no other business is communication as diverse as it is in the multifamily apartment industry. In this industry, the number of hats that its members must wear and the different types of communication they face every day is quite visible.

The role of salesperson applies when leasing apartments and trying to beat competitors in the rush to fill vacancies. A tool belt and construction hat is worn when dealing with the physical needs of a community. Donning an OSHA hat, they perform as a safety engineer, dealing with the safety of employees and residents. Add to that the duties of collection agent, purchasing manager, human resource professional, financial planner, marketing specialist and (on occasion) psychologist. For each task, a different communication skill and method is required.

Employee Communication

Some of the questions we must answer are not just how can we better communicate, but how can we avoid the pitfalls that are inherent in ineffective communication. Effective communication with employees will not come without the assistance of co-workers. The question is not just how to better communicate, but how to avoid pitfalls that come as a result of ineffective communication.

Consider this real-life story of Harold. Prior to managing apartment homes, I oversaw the management of enclosed malls. When walking the shopping center on a regular inspection with Harold, we approached a brick interior wall that bordered the drug store. The wall was approximately 80 feet long and 14 feet high. After many years of smoke and dirt, the wall had become discolored. Pointing to a brick on the wall, I stated that it needed to be cleaned to improve the appearance. Harold told me he would get right on it. About 30 minutes later, Harold came to my office to tell me he had in fact taken care of the task. I asked him, "What task?" He said, "The wall at the drug store."

My curiosity aroused, as I walked out to the drug store wall. To my surprise, the one brick I had pointed to was perfectly clean. I then walked away, shaking my head. "What was Harold thinking?" I wondered. The more I reviewed my communication, the more I realized that I was at fault. Harold did exactly what I had asked, not what I had intended. This kind of communication scenario is not uncommon.

Successful employee communication begins during the time a prospective employee is being interviewed. At this time, the duties and responsibilities of the position are communicated. Acknowledgement of the understanding of these responsibilities is a critical step that often is overlooked. After hiring an individual, policies must be communicated to the employee. It is recommended that employee orientation be conducted during the first few days of employment. Follow-up with additional communication is needed within a 30-day period to maintain reinforcement, again asking to verify their understanding of the job or task responsibilities. The cost of employee turnover is very expensive, whereas there is little cost associated with communicating policies and procedures to insure understanding them has been achieved.

Other important areas of employee communication are during employee evaluations, appraisals, giving praise for positive performance, implementing policies, and handling disciplinary situations. The key here is to give strong consideration as to the way evaluations are written and how performance is measured. There is no reason to document an employee's performance only when they have done something wrong. Employers should consistently make a record of positive performance and personally acknowledge a "job well done" by those on their staff. On the other hand, prompt communication of poor performance and supporting documentation should not be forgotten. Set measurable goals in each case designed at clearly providing the expected levels of performance.

When implementing new policies, it is important to explain to the employee why the policy has been created, instead of simply saying, "This is how it's going to be." Management often fails to take the time to explain why policies are there. When policies are implemented, there should be follow-up education and training to support them. For example, the employer should communicate that it promotes a safe work environment and then follow up with continued education, support, equipment and training to reinforce the message.

We should enforce the policies that are in place and communicate what will be done should an employee break them. The best way to measure employee performance is to do so in accordance with documented guidelines and agreed upon goals and objectives. Do not make assumptions that the employee understands what is expected. Goals and expected performance should be specific, measurable, attainable, and stated with any applicable time constraints. Remember Harold?

Resident Communications

The first step in communicating with residents begins with the mindset of the employee. Many have been told that the customer is always right, and that the customer is number one. Consider this modification to that role: Treat employees as if they are number one, they will in turn treat their customers and residents as number one.

Effective communication with residents is essential. Due to the nature of some of the duties of a property manager, such as the sending of late-rent letters, filing for eviction and enforcing community policy, the property manager is not always the most popular person on the property. How these necessary job functions are handled and communicated, particularly during times of conflict, can determine success. What is communicated is just as important as how it is communicated. The aforementioned situations all can have negative ramifications both legally and financially if not properly handled.

Consistency is another key to effective communication. If one resident is allowed to keep their patio or balcony cluttered with boxes and other furnishings that do not belong, a property manager does not have the right to send a warning letter to another. Standards must be set and reinforced or else the "inmates will run the asylum."

Along the same line, correspondence must be written effectively in support of policies and procedures so that the message gets across. Inaccurate or vague wording used in a form letter sent to all residents likely will cost the community at least one occupied apartment, and probably more. Property managers should review letters and correspondence carefully, and encourage other management staff member to provide input. This is not only a motivational tool, but is also is very effective in generating a variety of ideas and approaches. This will help ensure accuracy and clarity. This very simple step may prevent embarrassment, as well as provide understandable communication. Perception of a letter or other correspondence may be different from one person to another.

Documenting communication with residents and employees can prevent both headaches and legal action. Keeping an accurate lease and communication file is not only required, but is an essential part of management practices. It also is advisable that property managers maintain a resident communication log as part of each file. The documentation of detailed notes about specific conversations can quickly diffuse an irate resident. This is especially true when that resident challenges the property manager about a delicate issue, such as in regard to handling lease/guideline corrective action warnings.

Keeping detailed notes will not eliminate confrontation, but might reduce it. From a legal standpoint, going to court with not only letters, but also documented conversations and communication with the resident, including dates, number of times, and specific content will help support your case.

Vendor/Contractor Communication

It is important to effectively write and document communication in regard to purchase orders, letters of dissatisfaction, and vendor conversations, as well as contract and job specifications. The following example indicates the importance of this.

After an inspection of the ready apartments at one of my communities, a manager responded to some unsatisfactory turnovers by blaming the cleaning and painting contractors. She said the property was having some "contractor quality issues" and it was in the process of finding new contractors. I asked if she had walked the apartments with the contractor before they started the work or upon completion, or if she supplied the contractors with written specifications as to what was expected. Her response: "They do work at other communities and should know what to do." I am sure you can guess this was not the response I was hoping to hear.

Contractors and vendors--just like employees--do not have ESP. Expectations differ from manager to manager and company to company. Detailed communication goes a long way in making sure the job is done right.

Terminating a contractor because of a perceived lack of communication can be detrimental in more ways than one to the property manager and the community. Word can quickly spread between vendors and contractors as to how a certain property manager failed to communicate. Sooner or later, contractors will know to decline work at a property in which the property manager is a poor communicator.

Effective communication will make everyone's job easier. The goal always should be to work smarter and not harder. Property managers must understand that they communicate to a diverse cultural and skilled mix of individuals, and to never take for granted the fact that the message is fully understood. Inspect what you expect!

RELATED ARTICLE: Tips on how to become an effective communicator.

1. Make sure the message is clear. Everyone has been in situations where, after performing a task, they realize they misunderstood the directive. In all communication, both parties must be responsible and held accountable. Do not assume the message intended was the message received. Sometimes repeating the communication and then asking for confirmation that the message was clear will assist the process.

2. Do not provide "Message Overload." Communication should be direct and specific. Communication often is misunderstood because the message is bogged down with too much information. On the other hand, do not deliver an incomplete message, or one that is vague. It takes skill and time to evaluate the audience, and to determine what level of communication is required for the end result. Keep in mind, everyone is different.

3. Timing is a key to successful communication. This is especially true with employees. If an employee is facing challenging personal problems, it probably is not be the best time to reprimand them as harshly as you normally would. Deliver communication only when the audience is giving undivided attention, especially during intense counseling and communication sessions between the resident and property manager.

4. Word choice effects communication. Be leery of including apartment industry jargon in any message, particularly to a new-hire who may not be completely familiar with industry terminology. A "hip" roof is not a really cool roof. Catching mice is not the only thing a "trap" is used for.

5. Climb inside of the other person's world, and remember that empathy is being able to have some perspective or frame of reference from the receiving end. Many upper-level management people have forgotten what it is like to be a site manager, and now live in the proverbial "glass house."

Lawrence Berry is a Certified Property Manager (CPM) with Archon Residential Management in Raleigh, N.C. He is on the Board of Directors and current President of the Triangle Apartment Association, a board member of the Apartment Association of North Carolina, on the NAA Education Committee, as well as a board member and Treasurer for the local chapter of the Institute of Real Estate Management. He is the author of A Guide to Apartment Management. He can be reached at 919/719-2724 or e-mail [e-mail].