6 minute read
Professionalism Returns!
Key reminders on building symbiotic workplace relationships.
By Elaine Gower and Katy Krupp
Do you ever feel like the most routine business practices and how we interact with our industry partners have gone by the wayside? Most of us can agree that after the COVID-19 interruption, some of the professionalism in our industry has been relaxed and perhaps lost.
Many of the core values that were a mainstay were forgotten, and it is time for a refresher course on how to succeed with a few minor corrections. With over 30 years of industry experience, we will share some tips on maintaining great relationships between managers, board members, and industry partners that can save you time and elevate your professionalism.
It is a proven fact: relationships are symbiotic. We need each other to coexist. Whether you are a manager working with a board of directors or an industry partner working with a manager, each brings their experience and expertise to the other. In order to maintain these positive relationships, each one needs to respect what the other brings to the relationship and must rely on their knowledge of the circumstance. Board members bring their knowledge of the communities that they live in, managers offer their experience managing and maintaining the communities they serve, and industry partners provide the products and services to support both boards and management. Let’s get down to how each relationship works.
Manager and Industry Partners: Tips to Consider
The manager and industry partner generally work together to perform specific tasks to maintain a community at its optimum level. Industry partners must understand that managers work with non-profit organizations with tight margins. If you, as the industry partner, need to perform work beyond the original scope, explain why.
Unanticipated items do come up and are often discovered during the repair phase. Explain what you found and the most prudent and cost-effective way to solve the problem. Do not just perform the work and present a bill with no explanation. No one likes to be surprised or feel taken advantage of. Open communication and transparency are always best practices.
Managers must be fair and reasonable and hold industry partners accountable for doing the work within their proposed scope. Realize that change orders do happen. How do each of you handle them? Always have a backup plan. Refrain from making assumptions; if you don’t know or understand why, ASK.
When choosing an industry partner, the manager should understand the nature of what the community needs. Does the company have the correct license for the scope of work proposed? Have you checked their references? Have you seen their work? Have other communities in the area used them before? Are they involved with the industry?
Insurance is always a big issue, and even more so today. Does your industry partner have the correct insurance and workers’ compensation? Some insurance policies exclude condominiums. Hiring contractor with an exclusion is like hiring without insurance coverage. Please don’t do it!
Remember that warranties are only as good company offering them. Check the company’s track record, years in business (ideally longer the warranty period), and work history. You want to ensure the company is still in business and not bankrupt if a future problem arises. I am sure you are familiar with pound foolish and penny wise. Do not be fooled by a low price. Cheaper may not be better, just cheaper.
When dealing with contracts, the most important thing a manager can do for their community is to have a lawyer review the proposed contracts. Most contracts are written and designed to protect the entity it was drafted for. Do your due diligence. Many contracts are standard boilerplate and not specific to your job. Read the fine print. Don’t be afraid to ask questions and make modifications when necessary.
Manager and Board Members: Get to Know Your Team and Communities
Managers work closely with boards to maintain the communities they serve. To better understand the different management styles and personalities, it is best to have an introductory meeting to get to know each player within this team. Everyone works at a different pace, so knowing management styles can save time in the long run.
It is also encouraged to establish a point person on the board who can speak with the manager on behalf of the board. This should streamline communication, save time, and boost efficiency.
Managers need to establish and be familiar with the proposed scope of work and proposed contracts. Be prepared to explain to the board what is involved. Make sure you paint a clear and concise picture for them. Most board members look to you for guidance. Don’t always select an industry partner because it is easy. Guide the board towards the best fit for the current situation. Cheapest is not always the best, nor is outpricing your community towards bankruptcy. Tailor solutions to the community.
Industry Partners and Board Members: Communicate
Industry partners deal with the same inflation issues as the associations they service, except their employees are not volunteers or non-profit organizations. Staffing issues do come up and can cause delays and supply chain issues. Make it a point to have regular check-ins to reduce the “surprises” so they do not become catastrophic. When working with HOAs, communication is key.
Relationships Can be Tricky
You never get a second chance to make a first impression, and that first impression is often the most lasting. Gauge your audience, be professional, and put your best self forward. It would be best not to attend a property walk in flip-flops or a board meeting in a bikini. Dress for the occasion.
In this fast-paced world, manners, integrity, and professionalism go a long way. A thank-you and a follow-up can contribute to building strong, respectful relationships. Do not forget to thank those who have helped you along the way because you never know; they might be the ones you need a favor from next.
