ELITE PM Issue 03 Dec Jan 2016 [FULL]

MARKETING SPECIAL

WHAT REALLY WORKS FOR SUCCESSFUL PM MARKETERS LEARN FROM THE BEST #03 DEC/JAN 2016 AU$13.50

THE FOUR PILLARS OF PERSONAL BRANDING EXTREME PROPERTY MANAGEMENT OVERCOMING OWNER OBJECTIONS

2016: READY, SET, GOAL!

THE EXTRA 1%

ANTHONY CARDINALE HOW THE APRA CHANGES MAY BE AFFECTING YOUR LANDLORDS

Contents Regulars 004 FROM THE GUEST EDITOR Fiona McEachran 006 READER PROFILE Kaly Smith, Ray Mack Real Estate 008 UPFRONT News from the Community 009 NUMBER CRUNCH Property Management Technology 010 GET TO KNOW THE CEO Dawie Verryne, CEO Property IQ

14

012 E VERYBODY IS TALKING ABOUT How the APRA changes may be affecting your landlords 020 REALTY BYTES Alister Maple-Brown 022 PROPERTY MANAGEMENT MENTOR Natalie Hastings 042 PM Q&A Jessica Rodriguez, Peter Leahy Coburg 044 THE LAST WORD Fiona Blayney

First Person 014 LESSONS LEARNT IN A REALLY BIG BUSINESS (PT II) Brock Fisher 016 THE FOUR PILLARS OF PERSONAL BRANDING Stephanie Challinor 018 THE GRASS COULD DEFINITELY BE GREENER Melanie Dennis

24

Cover Story 024 THE EXTRA ONE PER CENT Anthony Cardinale

Features 028 2016: READY, SET, GOAL! Michelle Delaney and Hannah Gill 031 NINE TIPS TO POST A SUCCESSFUL PROPERTY LISTING 032 MARKETING MATTERS Jill Boniface with Fiona McEachran 036 EXTREME PROPERTY MANAGEMENT Jess Kindt 040 OVERCOMING OWNER OBJECTIONS Lauren Kropp

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ISSUE 03 DEC/JAN 2016

epm.eliteagent.com.au FIONA MCEACHRAN – Guest Editor fmceachran@console.com.au SAMANTHA MCLEAN – Managing Editor samantha@eliteagent.com.au MARK EDWARDS – Commercial Director mark@eliteagent.com.au JILL BONIFACE – Sub-Editor TARA TYRRELL – Feature Writer HERMANSYAH ASRORI – Web Master newsroom@eliteagent.com.au CHORUS DESIGN – Art Direction/Design thegoodpeople@chorusdesign.com INDUSTRIE MEDIA - Feature photograhy and video industriemedia.tv

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Postal Address: Suite 35, 4 Young Street, Neutral Bay NSW 2089 Telephone (02) 8231 6669 Registered by Australia Post/Print Post 100020180 EDITORIAL SUBMISSIONS The publisher welcomes editorial submissions from individuals and organisations within the real estate profession. The publisher reserves the right to edit, modify, reject or contribute to the content of the material provided.

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4 ELITE PROPERTY MANAGER • DEC-JAN 2016

FROM THE GUEST EDITOR FIONA MCEACHRAN MARKETING MANAGER, CONSOLE

A AS I WAS READING over the submissions of the REINSW Digital Marketing Award finalists for 2015 and evaluating their future marketing strategies, I was thinking about all real estate agents and property management businesses in Australia.

I was wondering how many agencies in Australia have actually gone into such detail, time, expense and great lengths to define how they would market their services in the future. Some submissions were shorter than others, but they still defined the direction their marketing would be taking into 2016 and beyond.

I have come to realise that marketing investment

for property management businesses is not a widely discussed topic. And, from my research, it seems that very few agencies actually invest real time and money into their marketing tactics to grow their rent rolls and agencies.

Hopefully this will change as principals of these agencies make some marketing decisions and commit to a plan to either maintain, grow to sell, or grow to keep their rent rolls. Knowing exactly what you want to do with your business and setting clear goals will form the backbone of your marketing plan.

So what is currently being done in the market? Analysing agency marketing activity shows that the main goal is just to drive enquiries or leads from landlords in their area.

Some agents will promote a free appraisal for landlords, and that is pretty much it. But as you delve deeper into your marketing possibilities you will see many channels and tactics you can choose to drive your property management business forward.

Traditional marketing has focused on ‘push’ tactics, like flyers in letterboxes, posters in office windows and possibly ads in local newspapers. But now digital marketing is providing a range of opportunities and affordable tactics to drive ’pull’ or ‘inbound marketing’.

This type of marketing means that online visitors are drawn to your agency, rather than you going out to find them.

Firstly your website needs to be the hub of all your online efforts. It needs to be user-friendly, and clearly communicate to potential landlords what sets you apart

knowledge of the local area to prospective landlords. A blog which is updated on a regular basis could also improve your rankings on the search engines, making it easier for potential customers to find you.

Your blog articles could then be gathered together to form an email newsletter. It’s a great

Your website needs to be the hub of all your online efforts. It needs to be user-friendly, and clearly communicate to potential landlords what sets you apart from your competitors, other than just the properties you have. from your competitors, other than just the properties you have. We have discussed this in quite some detail at Console, because we have recently launched a new version of our WebChoice Real Estate Website product which aims to achieve this.

Your real estate agency website needs to drive enquiry to you and clearly display your contact details – a phone number and simple contact form.

Secondly, blogging is still an important tactic for inbound marketing as well. Having a blog on your website is a great way to show off your

idea to visitors to the site a subscription to the newsletter, which you can send out weekly, fortnightly or monthly.

If a property owner is not quite ready to make an enquiry or request a rental appraisal, then an email newsletter is a great way to show your expertise and build trust until they are.

In addition to your website and blog, you can no longer afford to ignore social media marketing. Depending on the resources your agency has to dedicate to the social media networks, you are better off choosing one or two networks that you can update consistently.

I recommend starting with Facebook, as this network seems to be producing the best long-term results for property management businesses. Facebook’s changes mean that users who ‘like’ your agency page no longer automatically see your updates, so you will need to allocate funds to boost the content you post. But make sure you only provide helpful content on Facebook and refrain from ‘selling’ or pushing your services. If you provide tips and updates on your area, then potential landlords will see the value and follow you.

Instagram and Pinterest are also great options for showcasing property - these photosharing networks are exploding in popularity.

Lastly and most importantly,

your agency can no longer ignore YouTube. Video is and will continue to generate the best results as it is an excellent platform – not just for your properties, but for your team to provide market updates, neighbourhood updates, tips for landlords, office updates and much more. Keeping the videos short is important as well, since our attention spans continue to drop.

You can also look into paid online advertising, like Google AdWords, and you should dedicate some expense to advertising on the online property portals.

There is a shift coming in the way the leading property management businesses in Australia see their marketing – landlords are no longer the exclusive target market.

Tenants have long been ignored by many property managers and now they will be getting the spotlight shone on them in the New Year. They will start to be seen and treated as the valuable customers they are and the landlords they may one day be.

I hope you enjoy this special marketing edition of Elite Property Manager and find it an amazing resource as you lock yourself away, make some important decisions and set your marketing plan for the next 12 months.

epm.eliteagent.com.au 5

READER PROFILE

FROM CONVEYANCING TO REAL ESTATE Kaly Smith is a property investment specialist with Ray Mack Real Estate Albury/Wodonga on the border of NSW and Victoria. Well-known for her low vacancy rate and 'cando' attitude, Kaly will soon become part of the business on the property management side. She currently manages all the aspects of the department to a high service level and is aiming to retain the reputation of getting fast, quality results. With her two children, Jye and Tilly, and a very supportive husband, she loves skiing and living on the water during the summer months.

What motivated you to get into property management?

After leaving school I was lucky enough to get my first job at a law firm. I started my real estate career in conveyancing, and I guess from there I found a passion for property. My next step was a reception job at another real estate agency where I gained more experience and started my property management career.

Within the first few weeks I was thrown in the deep end after the property manager quit – it was either sink or swim! I managed to swim and I think that was where I found the motivation and passion for property management. I love the variety, with something new every day. It’s not an easy job, but that challenge

I love the variety, with something new every day. It’s not an easy job, but that challenge and keeping my clients happy motivates me. and keeping my clients happy motivates me. I’m always seeking to maximise the return for them.

Who inspires you?

I know this may sound cheesy, but my mum and dad inspire

6 ELITE PROPERTY MANAGER • DEC-JAN 2016

me. They have always worked hard to provide for us ever since we were little, just to ensure we were able to do all the things we wanted to do. I want my kids to look at me the same way.

In your briefcase right now is…

I have never had a briefcase, but I do have my handy folder.

It has new business goodies for any prospective clients I meet, and lots of business cards.

Tell us about something you couldn’t live without.

It’s funny – I can’t live without my phone, my iPad for presentations and my remote log-in access, anywhere, any time... my poor husband!

What do you enjoy about Elite Property Manager Magazine?

I get a lot out of the magazine; the different ideas from

other property managers, hearing their stories and their successes, and the reasons for doing what they do. I love reading all of it. My daughter also loves it – in fact we like to read it together! She’s obviously a future property manager in the making.

What advice would you offer your younger self or someone just starting out in property management?

Concentrate on your time management! It’s the number one rule for success as a property manager. Without it there is chaos and you’ll forever be running around in circles.

Second, don’t promise something you can’t deliver.

Start small and then work your way up in providing your services.

Thirdly, think about a mentor to help you with your business development and ideas. I am currently involved with the BDM Academy and find it’s a great marketing tool and asset for building your knowledge base. ■

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UPFRONT

VISIT EPM.ELITEAGENT.COM.AU

Think outside the box for recuitment With more than 50 people present at a breakfast specifically for property management (PM) professionals last month, leading business coach Fiona Blayney had some important messages to deliver to help attendees think outside the box to address the current talent shortage.

Quoting current industry job figures and statistician Mark McCrindle, Blayney noted when recruiting for property management staff, candidates today are looking for less to do, more time to do it and more money. Times have changed; there are fewer ‘traditionally qualified’ candidates out there than jobs available, and along with that a shortage of good people with the ‘traditional type of experience’ that PM businesses look to recruit. Added to this, the talent pool has decreased and available jobs have increased, meaning that some experienced candidates are now commanding six-figure salaries, with some having more than 12 interviews within 24 hours.

“We are lucky in real estate that it is an industry that everyone participates in.

Everyone participates in property in some way. Managing property is not necessarily the hard thing, we all know what to do with a leaking tap. Managing people is hard, but managing property is not.”

Given this fact, Blayney urged the room to look for people with good ‘basic lifeskills’ who could be taught the nuances of property management, noting that some industries, including hospitality, call centres, and many others, have good people with good negotiating and problem-solving skills that are easily transferable into a property career.

“Find people that like property and people! The key skills you want to look for are communication, time management, conflict resolution, negotiation, basic maths and driving. The rest can be taught to people who are interested, and there are plenty of them who are."

Read more on epm.eliteagent.com.au.

8 ELITE PROPERTY MANAGER • DEC-JAN 2016

Exclusive Top Listing – the ultimate secret weapon Accessing tenants and landlords just got easier.

Rent.com.au has launched a new eye-catching advertising feature, designed to give you exclusive ownership of the top listing position in the search results in your chosen suburb.

Tips for using tenancy databases While real estate agents can use tenancy databases in connection with the rental properties they manage, you also need to make sure they meet legislative requirements.

“Tenancy databases are an informational resource. They can help lessors make informed decisions when assessing tenancy applications,” Mr Stowe of NSW Fair Trading said.

Tenancy databases are run by private companies and collect information about persons deemed ‘bad tenants’ by real estate agents, landlords and residential park operators.

Mr Stowe said the guidelines for who, when and why a tenant can be listed on a database are outlined in the Residential Tenancies Act 2010.

A tenant can only be listed in a tenancy database if their residential tenancy agreement has been terminated by order of the NSW Civil and Administrative Tribunal; and/

Introducing ‘Exclusive Top Listing’ – the ultimate secret weapon for property managers. It’s bigger and bolder, and stands out like never before on the rent.com.au search page across smartphones, tablets and desktop computers.

Exclusive Top Listing is flexible. You can either promote a single listing for maximum exposure, or a revolving gallery of your listings in that suburb.

This dominant and exclusive position maximises your property's and agency’s visibility, with your logo and branding colour included.

Take comfort in knowing your vacant properties

or they owed an amount exceeding the rental bond for a breach of the tenancy agreement which is still outstanding at the time of the listing.

“The Residential Tenancies Act brings fairness and transparency to the use of tenancy databases,” Mr Stowe said.

“Sadly, unfair listings are not unheard of. While the legislation recognises the right of landlords to take steps in protecting their property, being listed on a tenancy database can have serious consequences for the person listed.”

Before a listing can be made, the tenant must be given at least 14 days' notice to review the information and be able to object to the proposed listing.

If a prospective tenant is found on a database by an agent, the agent must inform the tenant in writing within seven days of the database being accessed. Outdated listings or listings older than three years must be removed from a database.

For more information about tenancy databases in NSW, visit fairtrading.nsw.gov.au or call 13 32 20. For other states, check your local guidelines.

will be seen by renters every time your suburb is searched, with the added bonus of capturing additional landlord eyeballs as they also search by suburb.

Rent.com.au has made good on its ambition to become the website of choice for renters and landlords, with traffic surging past 500,000 individual renters during the month of October.

Proof of rent.com.au’s strengthening position in the rental space is that 54 per cent of the audience haven’t visited realestate.com.au, and 68 per cent haven’t visited domain.com.au With half a million visitors to the site each month, you can be at the top of every search in your key suburb, where renters and landlords come to view homes for rent as well as to research agencies in order to obtain property management information and costings.

This also provides your agency with a strong point of difference when pitching for new managements.

Featuring your properties through Exclusive Top

Listing specifically targets a tenant and landlord audience looking in your chosen suburb. This means your rentals are guaranteed quality visits. So renters and landlords who are looking for the best choice of agency see that you stand out from the crowd for all the right reasons.

Make Exclusive Top Listing work for you. Showcase your property of choice, or a selection of the listings you have in the suburb.

Who doesn’t want additional managements to grow their rent roll? It’s simple. Lock in your Exclusive Top Listing suburb today before your competitors do and, in combination with your Feature Listing upgrades, really dominate your key suburb.

Exclusive Top Listing comes on a first in, first served basis, so secure your suburb today and lock it in for the next 12 months before your competitors do.

When combined with Feature Listings your agency will really dominate your key suburb.

For more info email agents@rent.com.au or call 1300 736 810.

NUMBER CRUNCH RENTER FEEDBACK RENT.COM.AU NOVEMBER 2015 PROPERTY LISTING SURVEY

The number of renters who Search for a property based on whether it has air-conditioning

65% 66%

Click on a property based on price

Want photos to show a clean property

WHY YOU CAN’T AFFORD TO MISS PMC2016 It’s that time of year again! Time to get your tickets to the biggest property management conference in this part of the world, PMC2016 (formerly the Wealth Conference). As well as 30 sessions with key industry figures, you can take part in profit benchmarking workshops, a tribunal moot court, a BDM competition and a study tour.

Apmasphere’s Property Management conference has always been about improving a whole agency as well as each professional in it. This year it will focus on three core themes: growth, innovation and culture.

In relation to growth, you can be among the first to receive Apmasphere’s new book, Numbers Game, which sets out a vision for how to identify and go after your growth potential. In addition, the new platform, Halo will be unveiled.

Halo is a new approach to an old set of problems and empowers you to expect more from your software.

If you would like to be among the very first users of Halo and want to be kept in the loop, put your name on the list at epm.apmasphere. com. Apmasphere’s insightful (and hilarious) blogging team, including Elite Property Manager’s very own Samantha McLean, will keep you up to date with Halo, PMC2016 and all things property management.

Apmasphere takes the conference gala party just as seriously as they take their property management and you’ll get major FOMO if you miss out (last time there was a boa constrictor, baby crocodiles and fire breathers).

The conference is on from 16 to 19 April 2016 and, for Elite Property Manager readers, the early bird deal has been extended.

Visit pmc2016.com/epm to find out more and take advantage of this offer.

76% 44% 73%

Are turned off by a lack of photos

Want to see lease duration listed

Select properties based on the number of beds

79%

epm.eliteagent.com.au 9

GET TO KNOW THE CEO

DAWIE VERRYNE CEO, PROPERTY IQ What was your role before becoming CEO of Property IQ? I was Head of Product at CoreLogic RP Data, and prior to that CEO of Korbitec, the leading property portal, software and data provider in South Africa.

What do you enjoy most about the property industry?

Property touches people’s lives. It’s not just the most expensive item most people will ever buy; it’s also the base for life’s richest memories and joy: family, friends, entertainment and love. I really enjoy Australia’s love affair with property. Everyone is included, interested, opinionated and engaging.

How do you decide which new technology to pursue?

Technology is a means to an end. I start with the end in mind: what inefficiency, pain point or underserved requirement exists in the market? How can technology play towards satisfying it? But one has to think at different levels; what end-users want or enjoy is often not the same as business owners or regulators and stakeholders in adjacent industries. I love the disruptive nature of technology – never content with the status quo.

What’s the most important thing you are working on right now, and how are you making this happen?

Integration and Singleview-of-customer. Typical real estate businesses use between five and 15 different systems to get the job done. Not only is this very inefficient (duplicate data

capture, multiple relationships, additional training) but it also inhibits the business from leveraging all their customer information because it’s locked into separate systems.

Increasingly, customers are demanding their real estate professionals know and serve them better, connect 24/7 on different communication platforms and tailor services to their individual needs.

This can only be achieved (and scaled) with enterprisegrade CRM systems that offer single-view-of-customer and

FAST FACTS Apple or Android?

Apple. I just love Steve Jobs' story, the beautiful product and ease of use.

Tea or coffee?

Coffee.

What scares you?

How quickly time flies, especially if you’re having fun!

What is one thing not many people know about you?

I grew up on a citrus farm in South Africa!

Who do you admire in the industry and why?

Graham Mirabito. In the 10 years he has led CoreLogic RP Data he has not only built a great global business, but also elevated the professionalism of real estate agents through transparent, reliable data and analytics and instilled market confidence.

Best thing about living in Australia now?

The freedom to pursue any dream.

10 ELITE PROPERTY MANAGER • DEC-JAN 2016

Consumers continue to demand better service and real estate websites continue to educate them with more and more information. Smart agents are stepping up their positioning and tools to remain relevant in the digital economy.

integrate the entire business operation into customerfacing service.

What do you think are the three most important qualities for a leader to have in business today?

Integrity, passion and foresight. Great leaders bring an ability to cut to the chase by eliminating clutter and clearly articulating a vision and success path. His or her passion to lead a team towards success is key. And along the way customers, partners, shareholders and employees will only follow integrity.

What are your goals for the next 12 months?

My goal is to establish PropertyIQ as a clear leader in real estate software in Australia and New Zealand.

If you could give your younger self one piece of advice, what would it be?

Think bigger and be bolder.

What do you see happening in the next 12 months in the property industry?

There are a lot of changes looming on the horizon.

A potential cooling of the buoyant market conditions and more competition could challenge real estate agents with the question of how to maintain margins in a tougher operating environment. Consumers continue to demand better service and real estate websites continue to educate them with more and more information. Smart agents are stepping up their positioning and tools to remain relevant in the digital economy.

What are the three key things that real estate business owners need to focus on in the next three to five years?

1. Profitability and productivity are coming under pressure. Business owners need to think how they could achieve more with less.

2. Remaining relevant to their target customer

base. Websites and technology will not replace the agent, but are certainly changing the role of the agent.

3. New technology that enables new business models. Early adopters of the right technology and model could leapfrog their competitors in a short time frame. â–

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We also help with: commission structure reviews, advisory board participation, cashflow & profit projection, tax minimisation strategies.

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epm.eliteagent.com.au 11

EVERYONE IS TALKING ABOUT…

HOW THE APRA CHANGES MAY BE AFFECTING YOUR LANDLORDS THE RECENT APRA CHANGES to

LVR (Loan-to-valuation) ratios and subsequent raising of interest rates may have already impacted your investors. We sat down with experienced property management business owner and now mortgage broker Kirsty Dunphey of Up Loans to talk about life after property management and what you can do to help your owners through these changing times.

FROM PROPERTY management to mortgage broker, event speaking to writing books - there is pretty much nothing Kirsty Dunphey can’t do.

With a career that kicked off at the tender age of 15, her own successful real estate business at 21, a self-made multi-millionaire at 25 and an astounding ability to retire at the ripe old age of 27, Kirsty has now changed entrepreneurial

paths and has chosen to explore the incredibly interesting world of mortgage broking, which came about as a result of her business experience in property management.

During this time, she says, she would regularly be talking to her owners about various things, but would get quite frustrated when they would tell her that they were selling for reasons that were

12 ELITE PROPERTY MANAGER • DEC-JAN 2016

entirely preventable.

“I talked to investors to find out why they were planning on selling their property and found out that in the majority of cases it just wasn’t working out for them at tax time. I’m a curious person by nature; I probably delved a little bit deeper than I should have, talking to them about the way they had structured themselves. And I was astounded how many people were really poorly structured with the way they had their finance set up, in terms of properly maximising the tax benefits of owning investment property,” says Kirsty.

So she decided to take on her next challenge, to study and train and become a qualified mortgage broker, to stop these investors from leaving the property market.

“It felt like a really natural fit for me. I heard some people had brokers working within their companies, but not from a property management perspective.

So I trained up with another girl in the company and set about implementing changes for our clients.”

Through this implementation, she found she was able to tailor the service for investors in particular and, when her property management company sold last year, the mortgage-broking arm of the business was turned into a full-time business in its own right, operating under the name Up Loans. Kirsty now works full-time in Up Loans, providing investors with the best products and options, keeping clients in the loop throughout the entire loan application process, with the main aim of making things as simple as possible.

The recent Australian Prudential Regulation Authority (APRA) changes have changed rules for the banks, where the five majors must hold more capital against mortgages to provide a safeguard against defaults. As a result of this, Kirsty says now is a much more complicated time to be owning and buying investment properties.

“Lenders are under pressure to cut back their broker investment lending and how much of their portfolio is actually investment properties, as opposed to owner occupied dwellings. There have been massive changes around foreign investing and changes with pretty much every lender about loan to value (LVR) ratios. For example, some banks that would have previously let you borrow 95 per cent of the highest value of the

investment property will now only let you do 10 per cent of the highest value.

“From my perspective, it’s a great thing because people wanting to buy investment properties need to use a broker now to be able to find lenders who can give them flexibility.”

She says smaller, non-bank lenders were originally getting a lot more business, but some of them are now under pressure to cut their investment lending as well. There are only a couple of small lenders transacting business because they aren’t under any restrictions from APRA. Kirsty says investors need to factor in the negative tax benefits they can receive as far as serviceability goes.

Investors have found their interest rates have also gone up, which is “interesting, given we’ve had two interest rate drops this year”. She says this is the ideal time for people to look at their owneroccupied mortgages.

“The banks are all clamouring for that [owner-occupier] business at the moment. If you strip out investment

Rather than have the client come to you trying to cut back on your fees, show them how they can pay less tax by getting proper depreciation set up. from their portfolios, they could increase owner-occupied lending. APRA cares about percentages, not the individual loans, and the banks are all trying to win your own mortgage.”

Finally, we asked Kirsty what advice she has for property managers who are managing investor landlords in the current financial and economical market.

“One, always look at small increments or rent increases – even with the best long-term tenants. You don’t need to stay in line with investor increases or

interest rates.

“Two, make sure the owners are fully aware of things like depreciation to ensure they are claiming appropriate tax benefits. Rather than have the client come to you trying to cut back on your fees, show them how they can pay less tax by getting proper depreciation set up.

“Three, establish a good relationship with a broker who understands investment properties and who can add value for a client. You can have a good relationship with any sort of broker in property management; you just need to find a local one who is [preferably] an investor themselves and who understands the nuances that go along with helping someone finance investment properties. The broker can then do two things – look into a refinance option, or look into whether there is the option to get pricing cheaper on their existing home loan.” ■

For more information or to contact Kirsty visit uploans.com.au.

* CPD Points are approved by RTO 21687 BPG Training Pty Ltd

12 CPD Points for NSW agents, online, in your own time, from just $89 eliteagent.com.au 13

Brock Fisher

FIRST PERSON

Lessons learnt in a really big business (Pt. II)

LAST ISSUE, BROCK FISHER discussed his findings in scaling a PM

business. But if you really want to grow while staying productive and profitable, you’ll need to study these as well.

1

SIMPLICITY – IT’S NOT THAT SIMPLE All businesses need great systems and procedures.

I love a system and a process that works. But to work effectively and be fully used, a process or checklist needs to be simple and user-friendly, while still achieving the desired outcome.

There is no point just having systems purely for systems sake. Over-complicating things and having onerous procedures that take up lots of time yet add no value becomes suffocating, stifling productivity and team morale. It’s the equivalent of government bureaucracy and red tape.

Any system is only as effective as the way it is managed and monitored.

Systems fail all the time, not because they don’t exist but because they are too time-consuming for a manager to check, or too clunky and inefficient for a property manager to use.

A lack of utilisation and a lack of monitoring and accountability leads to a process being an obsolete and pointless exercise.

If you are frustrated by the difficulty in implementing processes and having your

operate so that each property manager could manage just 10 more properties in the same amount of time. In our business, finding a way to do that means that you develop capacity to manage an extra 260 extra properties.

The principle of ‘Kaizen’, or continuous improvement, is one which we think about daily. It is covered in a great book called The Toyota Way which discusses the unique ways in which Toyota have been able to dominate global automotive production while achieving incredibly high standards of build quality and customer satisfaction.

Even small things like the placement of a photocopier and mail tray, or where trays are placed on desks or elsewhere in the office, can have an effect on how much work a property manager can do in a day.

3

team adhere to them, then simply ask yourself ‘Is this user-friendly? Would I happily do this every time?’ Theory is awesome, but it’s how it works in practice that counts.

Achieving true simplicity needs to be the goal, but it’s actually quite difficult.

2

THE MULTIPLYING EFFECT I had not previously paid that much attention to efficiency in property management and that is a fatal mistake. Finding better ways to produce the same or better quality in a faster time is a huge advantage.

Saving 30 minutes doing an entry condition report with an integrated app, or saving

14 ELITE PROPERTY MANAGER • DEC-JAN 2016

five minutes producing a lease renewal document, might not seem like an epic achievement. But when you start to add up all these small savings you begin to notice something quite big, both on an individual level and company-wide. If you are doing 3,000 of each of those things per annum, just those two things alone save almost 2,000 hours of work per year – the equivalent of a whopping 46 working weeks.

It’s the combination of these sorts of improvements that can make the difference between having a lunch break each day or not. And leaving on time at 5pm or not.

Consider whether you could streamline how you

IS IT SCALABLE? As a leadership team, whenever we look at a process or an improvement the first thing we consider is ‘Does it deliver a measurable benefit?’ If not, then don’t do it that way. Find a better way.

The second thing we then consider is ‘Is it scalable to do it that way?’

When I first started working in the leadership team, I heard this term bandied about all the time and initially I never really grasped what it was all about. However, now it is a term I hear myself using all the time. The proverbial penny has dropped.

For any new process, system or improvement you are about to implement, if you were twice the size would it still work? And would it be economically feasible to do so? If the answer is not ‘Yes’ to both those things then you may want to reconsider your approach.

Some things work well on

a small scale, but once they get larger they become the dominant feature of someone’s working existence.

Before you know it, you need to add additional staff or resources to continue to maintain the current standard.

If it is not economically feasible to add more people to perform that task, then a re-think is advisable. Even if it can still be done by the one person, it may take up so much of their time that it becomes detrimental and this is not ideal either.

A great example of this is how we used to survey

begin and end. There should be no holes or grey areas.

More importantly, team members also need to know they are supported and empowered to make decisions and take action in their respective areas of responsibility.

But, equally, we never want to foster an environment where people dodge issues by saying something is not their responsibility. That is precisely not the point I am wanting to make here. Teamwork is hugely important, and responsibilitydodging, I believe, is more a

We focus on the importance of matching the right Candidates with the right Clients, every single time!

HOW COULD YOU STREAMLINE SO EACH PROPERTY MANAGER IS ABLE TO MANAGE 10 MORE PROPERTIES IN THE SAME AVAILABLE TIME? our clients for the Rental Express Loyalty Score, which is a customer service metric based on the Net Promoter Score ideology. We’ve been doing this since 2008, and the business is now around three times the size that it was then. What used to be a relatively simple manual process using the Survey Monkey program and some Excel spreadsheets became a highly labour-intensive and difficult task that was taking up to two weeks of one person’s time every quarter.

We’ve now implemented a software program that handles the whole process automatically and offers significant extra benefits over our old system. And the beauty of it is that now it literally takes no time at all, yet is far more effective and reliable.

4

ROLE DEFINITION In a large team, it is so important that everyone clearly understands what everyone else does and where their responsibilities

symptom of culture and how people are managed.

If you are building a big business, the enemy of efficiency is double or triple handling created by team members drifting from their own areas of responsibility into other people’s areas. It creates confusion within the team and with clients, and it is a waste of everybody’s time.

So be clear, and constantly reinforce to educate all of your team, because there are few things that hinder productivity quite like having two or three people working on the same problem unbeknownst to each other. ■

We unite talented individuals with outstanding companies whilst providing an incomparable service to both our Clients and Candidates.

For all your Real Estate needs across the board from Front Office Manager to Licensee as well as all your Property Recruitment needs, our team of experienced recruiters are here to help you.

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Brock works as Chief Operations Officer at Rental Express in QLD, one of Australia’s largest and fastest growing specialist property management businesses with a rent roll of approximately 5,000 properties.

epm.eliteagent.com.au 15

Stephanie Challinor

FIRST PERSON

The four pillars of personal branding

WE OFTEN ASSOCIATE the term ‘branding’ with businesses,

specifically marketing, but in the modern workplace each individual has a personal brand that should be developed.

Stephanie Challinor from Rockend explains.

Establishing your personal brand is an important tool for your future career success and something which should be developed along with your workplace skills and knowledge.

Many of us have never actually sat down and assessed or audited our personal brand, yet it is on display every day through our actions and attitudes in the workplace and our digital footprint across the internet. I recently saw a presentation from Chris Savage, the former COO of the STW Group, Australasia’s leading marketing content and communications group.

Chris shared his four pillars for building a successful personal brand which can help you take that next step up the career ladder.

1

EXECUTE YOUR OUTCOMES Are you known for kicking goals in the workplace? Outcomes are what drives career progression and recognition in the workplace and are crucial for the development of your personal brand. If you are struggling with your workload, start using to-do lists to help prioritise and

organise your tasks. The effective management of your workload will help you to achieve the outcomes you desire.

2

BE AN EXPERT IN SOMETHING What do you want people to associate you with when they think of your name?

Is there a certain subject matter in which you would like to be perceived as an expert? You’re hired because of your skills and knowledge in property management, so use this to elevate your status. Volunteer to mentor others in the business or host a lunchtime seminar on your area of expertise. To expand these skills try blogging, either on your personal blog or your LinkedIn profile. This is another way to demonstrate your expertise and expand your personal brand across digital platforms.

YOU MUST NOT ONLY BE ADAPTABLE BUT SOMEONE WHO WORKS WITH THE FUTURE IN MIND.

16 ELITE PROPERTY MANAGER • DEC-JAN 2016

3

HAVE A FUTURISTIC OUTLOOK Well-known American leadership coach and author Dr Marshall Goldsmith summarised the importance of a futuristic outlook with the title of his bestselling book, What Got You Here Won’t Get You There. As Goldsmith indicates, the world

is changing at a rate faster than ever before; in order to succeed in the modern world, you must not only be adaptable but someone who works with the future in mind.

Where do you want to be in five or 10 years’ time? How will you get there and what roadblocks are stopping you from achieving this goal?

Analysing these questions and mentally working towards your bigger picture will help ensure that you reach them.

4

BE A TRUSTWORTHY AND SUPPORTIVE COLLEAGUE Following through your intentions with actions speaks volumes to your fellow colleagues and clients. Having a certain level of trust with higher management will put you in good stead for career progression. Managers are likely to delegate larger projects or tasks to employees they trust within the business. A trustworthy employee will acknowledge their mistakes and work to find a solution without shifting the blame.

Having a level of trust and support amongst colleagues is a hugely important characteristic of your personal brand.

These four pillars are a great way to develop the core qualities of your personal brand. Try rating yourself out of 10 for each of the pillars.

You don’t need to get 10 out of 10 in all of them, but be aware of your strengths and pick one or two at which to really excel. Your brand will continue to evolve as your career expands, so regularly analyse your brand’s progress. ■

STEPHANIE CHALLINOR is the Marketing Manager for Rockend. For more information visit rockend.com.au.

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FIRST PERSON

Melanie Dennis

The grass could definitely be greener

IN THE 2020 REPORT1 by Elite Agent Magazine, there was some

discussion on the types of jobs and roles that you might see in real estate in the future. Domain Property Advocates (DPA), under the guidance of Director Melanie Dennis, is already leading the way with the use of their own in-house makeover team, and improving owner ROI in many innovative ways.

Property investors are more focused on maximising their return than ever before, which is why we now include small and large scale renovations as part of our service. This might include obtaining quotes, executing plans and, once completed, devising a cutting-edge marketing campaign complete with a YouTube video to maximise the property’s online presence and showcase the renovation.

Investors generally don’t have the time or the necessary expertise to roll out a renovation of any scale without it taking an unreasonably lengthy period of time, costing them big money with a vacant property while works are slowly completed. With a crew of preferred trades who satisfy our strictest selection criteria, DPA will negotiate the most competitive price and ensure the work is completed quickly. Experienced in the delivery from start to finish, a planned timetable of works is compiled for all parties to agree and adhere to.

With busy lives and a lack of expertise, it isn’t unusual to see renovation projects blown out by six months when managed by a landlord.

This can be due to not totally understanding trades and the order in which the work should occur, or simply a lack of time to dedicate to the project. Managed carefully and competently, renovation

turnaround time is around four weeks for DPA, depending on scale of course.

Broadly speaking, DPA see a return of over 10 per cent with each project undertaken. This is simply taking into account return for money spent, not forecasting the increases in capital growth. We ensure the proposed works can

BEFORE

AFTER

BEFORE

AFTER

18 ELITE PROPERTY MANAGER • DEC-JAN 2016

provide enough return to make it worthwhile before commencement.

The return on investment can be significant; in one case we achieved over 13 per cent with work to the kitchen and bathroom, as well as polishing existing flooring and adding new carpet to the bedrooms.

The garden was also in need of some attention, with an extensive clean-up and the removal of shrubs and trees that weren’t suitable.

Whilst the return on the money spent is of supreme importance from a financial standpoint as property managers, broadening the property audience has proved to be very beneficial.

Leasing the property quickly for an additional $180 per week to a high-quality tenant certainly met the client’s expectations.

Outsourcing the work doesn’t imply the investor loses the ability to provide a personal touch to their investment if they desire.

Their involvement can be as considerable as they choose, with the ability to

make fittings selections and colour choices. Our recommendations to them are always to choose close to neutral, inoffensive colour schemes with durable and quality fittings, maintaining the property as a blank canvas to appeal to the broadest audience.

Knowledge surrounding the significance of property depreciation and the appropriate schedules required to maximise a client’s potential claim is crucial. DPA facilitate a scrapping report prior to the works being completed, as well as a depreciation

with thousands of dark and dated apartments up for lease each year. Modernising the kitchen and bathroom can make so much difference in attracting high quality and discerning tenants. Again, a fresh neutral colour palate is important. In the case of this renovation the shower over bath was replaced with a separate and modern shower – more in line with the professional tenant the client wanted to attract.

The renovation resulted in a 10 per cent return on investment, with the property leased quickly for an additional $105 per week.

For a great client newsletter, you won’t need to type a thing.

LEASING THE PROPERTY QUICKLY FOR AN ADDITIONAL $180 PER WEEK TO A HIGH-QUALITY TENANT CERTAINLY MET THE CLIENT’S EXPECTATIONS. schedule at the conclusion.

This ensures our client’s accountant has all the correct details for the property. We take pride in comprehensively and seamlessly managing the process without distracting our clients from their busy lives.

Outdoor spaces can also provide significant return.

In the case of one property, with large garden beds in the courtyard, we reduced the garden beds to a more appropriate size alleviating a ‘cramped’ feeling. We also painted the internals in a fresh, neutral colour, and gave the kitchen a tidy-up.

This resulted in a 23 per cent return for the owner. The property, now with an inviting and functional outdoor space, attracted a more suitable tenant and leased quickly for an additional $110 per week.

Apartments can have a limited point of difference in a competitive rental market,

Monitoring the renovation progress is imperative to realise expected outcomes.

DPA conduct regular and thorough property inspections throughout the process, ensuring the works are completed to the highest standard and, most importantly, that the completion is mirroring the proposed schedule.

There will invariably be hiccups along the way with any renovation, but having expertise in the execution ensures they are dealt with swiftly and with minimal disruption to the calendar of works. ■

MELANIE DENNIS is the Director of Domain Property Advocates. For more information visit domainadvocates.com.au.

1. Download a copy of the 2020 report at eliteagent. com.au/2020report.

Give your clients a newsletter that is: • Interesting to read • Able to generate leads • Professionally written and designed • Can be tailored to suit your needs • Won’t cost the earth … and won’t impact your client time in the slightest!

Download a sample today! realestatenewsletters.com.au

epm.eliteagent.com.au 19

Realty Bytes

Alister Maple-Brown

AUTOMATION TRANSFORMATION Automation is a major trend in technological developments that is set to provide new ways of working. With the ability to deliver and receive better service, work more efficiently and reduce the need to search for information there are new tools and trends that are about to make life easier.

T

he future of technology is a topic which could expand over numerous articles, given the vast array of trends and technologies which are emerging. To elaborate on the topic from my last article about how the Internet of Things (IoT) is evolving, another aspect of technology which is rapidly increasing – a trend which I believe will be the foundation for many technological institutions and services – is automation.

There is a tool on the internet called IFTTT (If This Then That).

Essentially this application creates a recipe of actions to automate and perform tasks.

Numerous products and platforms integrate with this system; one new product is the LIFX bulb. The LED light bulb connects with the internet and is controlled by your phone, watch or light switch. Through IFTTT you can create various recipes; for example, ‘If you arrive home then your lights will automatically turn on’.

This sort of automation and programming is becoming increasingly popular in modern technology.

Within the real estate industry, especially in property management, there is a range of different tasks that are far more automated today than

they were five to ten years ago. This can be seen with online banking; through this platform you can automatically process receipts and schedule future transactions. Although this may seem like a small form of automation, the overall system saves us huge amounts of time and stress.

Rockend’s property management software, PropertyTree, features a number of tools which can help automate your day.

As a property manager, planning the route for your daily inspection run can be tedious. PropertyTree uses Google Maps to plan the best route between five or ten different properties.

Another tool which features automation technology is the arrears management system.

You can set up a variety of communications channels, such as a letter, text messages and an email to notify tenants automatically when they are in arrears. A text message may be sent one day in arrears, an email three days in arrears and a letter five days in arrears. All these communications can be written and sent without any human interaction, which provides a significant amount of value to your business.

Technology and machinery should perform these tasks

20 ELITE PROPERTY MANAGER • DEC-JAN 2016

AS A PROPERTY MANAGER, PLANNING THE ROUTE FOR YOUR DAILY INSPECTION RUN CAN BE TEDIOUS. PROPERTYTREE USES GOOGLE MAPS TO PLAN THE BEST ROUTE BETWEEN FIVE OR TEN DIFFERENT PROPERTIES. as humans often don't have the capacity or scope. The demands on service providers are becoming greater and it is becoming increasingly difficult to maintain the level of service that clients are wanting. Using technology to perform these tasks will significantly increase the efficiency of the business and the customer service offering.

The future of technology is hugely exciting, with automation set to become

more prevalent. I believe this will have profound impacts on the real estate industry; property management will become increasingly efficient and effective, with far simpler access to information for both businesses and consumers. ■

ALISTER MAPLE-BROWN is the CEO of leading property management software provider Rockend. For more information visit rockend.com.au.

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Property Management Mentor

Natalie Hastings

HOW MUCH STAFF TRAINING IS ENOUGH? ‘There’s a phone, there’s a desk. You do the rest!’ If you’re a veteran of the real estate industry, you may remember hearing these words ring in your ears as a new agent. So today, is training your team just a waste of resources or a business necessity?

T

he answer is thankfully those bad old days of real estate are gone.

As clients demand ever-higher levels of service in order to win and maintain their custom, real estate agencies can’t risk having untrained staff represent their brands. But just how much training do your staff need? My opinion: lots.

Here’s why.

IGNORANCE ISN’T BLISS The market – particularly the landlord market – won’t tolerate incompetence for long. Sure, they might weather the odd slip-up on communications here or a condition report blip there, but if problems due to a

in your business culture.

And it’s not just new inductees who require training. Your whole team should be engaged in training at regular times throughout the year. As the use of new technology for both sales and property management teams grows, so does your team’s need for training, keeping them up to date on new features and capabilities and how to use your costly software properly.

A word to the wise: don’t dump the responsibility for technology training on one particularly canny administrator from your business. Their time will ultimately be drained by

session will mean that your team are using every inch of your technology’s capabilities to best service your clients.

This kind of training results in clean databases and better communication between your sales and property management departments, eliminating confusion and resulting in a more valuable business overall.

MONEY BETTER SPENT Champing at the bit for your staff Christmas Party that involves a winery tour followed by hardcore paintballing?

Wondering whether to buy clients bottle-stoppers or branded caps? Reduce a portion of your expenditure on

CONSIDER HAVING A QUARTERLY LUNCH OR BREAKFAST FEATURING AN ENTHRALLING GUEST SPEAKER AS PART OF YOUR TRAINING AND TEAM-BUILDING MIX. lack of staff knowledge are ongoing, your rent roll will soon be leakier than a sieve.

One way to shore up your asset is by having your staff understand their role thoroughly. This requires an investment of time – an induction process which involves going over their key functions and responsibilities, in addition to appropriate training

constantly having to answer their colleagues’ questions about adding clients and fixing trust account balances, making them frustrated and less productive. It's usually much better to engage a professional trainer who is a specialist.

Often, software and databases are updated during the year. A bi-annual training

22 ELITE PROPERTY MANAGER • DEC-JAN 2016

these amusing (for some) team activities and client gifting, and instead re-invest these monies in training.

Consider having a quarterly lunch or breakfast featuring an enthralling guest speaker as part of your training and team-building mix. Whether it’s a real estate champion of note or a leading individual from a category outside of the

property industry, bringing fresh vision and new ideas into your business is a great idea.

It might not initially sound as much fun as paintballing … but the benefits of training for culture with inspiration last longer than the adrenaline rush brought on by a laser skirmish!

YES, BUT… Some principals are loathe to spend ‘too much’ time on staff training, claiming that ‘real estate is a numbers game’ and that high staff turnover is simply part of being in business. This is dinosaur thinking that will soon become extinct: the market won’t tolerate incompetence or a ‘guess and check’ performance from any aspect of their real estate service.

SO HOW MUCH STAFF TRAINING IS ENOUGH? A little like planning a healthier diet, real estate training is something that doesn’t have an ‘endpoint’.

Rather, it’s a non-negotiable aspect of being involved in a property industry that is quickly becoming more professional – for the better. ■ NATALIE HASTINGS is the Managing Director of Hastings + Co. For more information, visit hastingsandco.com.au.

COVER STORY

24 ELITE PROPERTY MANAGER • DEC-JAN 2016

The extra

1% S

ANTHONY CARDINALE IS the Principal of

Barry Plant Preston. Passionate about property management, he believes there are three aspects to creating both a successful business and property management portfolio: to improve it by just one per cent every day, include a personal touch and become an expert in communication. Story

by Samantha McLean.

TARTING OUT AS an accountant and toy store manager, it was nearly 24 years ago that Anthony Cardinale decided he wanted to get into property. With no direct experience and after contacting numerous companies, he eventually offered his services for free to a local real estate agency for a two-week trial. Even though he had no experience, he was appointed to the position after one week by the impressed business owner. But, "It's hard to find that sort of 100 per cent guarantee in recruitment out there today," he says.

“I’ve employed people for 15 years and I’ve never, ever had anyone say that to me – ‘I’ll work for you for nothing to prove I want the job’. Today it’s more about how much people get paid, what hours they work, what days, where’s the car park,” he laughs.

“But who knows? If I hadn’t offered my services for free back then, I might not have pursued a career in real estate and be where I am today!”

Cardinale now has the experience in the industry behind him and a future that is equally as exciting. He has been with Barry Plant Real Estate in Preston, Victoria, for eight years, taking on the role of principal and having a hand in all facets of the business. His office won the 2015 Property Management Department of the Year award within the group, in large part due to the way in which he involves his staff in improvements in the business, helping them all to grow as a team. But still he notes that the biggest challenge in today's environment is educating staff on how to deal with people. “You’ve got to adapt to the changes, you’ve got to adapt to technology, you’ve got to adapt to people’s mindset, demographics, new people coming into the country. The evolution of [the property industry and property management in particular] has changed dramatically in the 23 years I’ve been doing this.

“After six months I ask my staff, ‘Do you know how to do a commission report, do you know how to chase rents?’ Then I ask them, ‘Do you know how to become a psychologist and deal with people?’ It’s all about communication between age groups, genders and backgrounds; whether it is with business, family, your wife or children.

Communication is paramount in any aspect of life,” he says.

Mike McCarthy, joint CEO of the Barry Plant group says this approach is one of the reasons Cardinale has been so successful.

"Anthony is really passionate about property management and really understands the importance of his team working together to achieve growth.

He is 100 per cent focused on property management, his clients and the property management team. He is continually focused on delivering that great service to clients and receives a large number of recommendations and referrals. And he watches the market carefully for all opportunities for investment growth for his clients."

While he is known for using technology well, Cardinale says back when he started, he managed 550 properties himself at one point. I ask him how it was possible to manage so many properties without the technology that is available today?

epm.eliteagent.com.au 25

COVER STORY “We weren’t sitting in front of a computer like we do today. We would get out, make phone calls and meet people! Today, you can do everything online – water connection, electricity, VCAT and more. Property managers will complete an inspection, take photos, then go back and put notes on the computer. Property Managers are basically at the computer all day every day, whereas it used to be: get out there, physically inspect the property and ring the landlord. Ring the tenant to chase rent and if they don’t respond, drive to the property.

There was no email. No one had a mobile phone. Everything was done in person, at the property. You didn’t wait for someone to respond to email or phone calls.”

And he believes the changes in communication have had a major impact on the industry, particularly when it comes to putting pressure on managers always to respond immediately.

“I generally find with technology people want instant answers and that’s where the pressure is: where communication is instant. You can’t go home without answering your emails because you’ve now got the technology. You’ve got an iPad and you’ve got a phone. Back in the day,

[working at all hours of the night and day] was not expected. But now it’s just ‘click click’,” he says.

Spending time on a personal level with the client, according to Cardinale, is as important as the job itself. He encourages his staff to call their landlords every Friday afternoon just to chat.

“Every Friday my team ring five landlords and say ‘Hey, how are you? Just ringing to say hi.’ The landlord asks what’s wrong; and nothing’s wrong! They think you only ring when the hot water isn’t working or the plumbing is leaking or the toilet is blocked.

They aren’t expecting a general ‘hello, what are you doing this weekend?’ This allows our staff to connect with landlords on a different level.”

He also invites landlords into the office to meet the staff.

“I like that personal approach, I really do. I know it’s going out of the window [or seems to be] but nothing beats the personal touch. There’s all sorts of efficiency you can have, but you can’t have a relationship with a computer,” he says.

Currently, Cardinale has seven property managers working with him at the Preston office, together they manage 1,500

properties. He believes education and training is the key to success, along with being able to ‘train your portfolio’ into a best practice way of operating.

“Training your portfolio is not something that happens immediately. It takes time. I say to them, ‘You can’t get a flat stomach just by thinking about it! It can take months,’” he says.

“We don’t always look at how we could take on more properties, but we squeeze the lemon and see how much more juice we can get out of it. Two years ago, I increased every tenant’s rent by $10. And then I get the team to look at it from a management point of view. How much more is it going to give you in rent? How much more money does that give us in commission? How much more does that give you as a salary? So when they do the maths it's like, ‘Ah, we see the big picture now’.

“I say to my staff - train your portfolio; train your landlords and train your tenants. Look at your portfolio and look at where you want to be in six months, 12 months and two years with that portfolio.

If you’re going to reduce your arrears, you need to work on it slowly. How? Sit down with the landlord the next time you go

"IT’S ALL ABOUT COMMUNICATION BETWEEN AGE GROUPS, GENDERS AND BACKGROUNDS; WHETHER IT IS WITH BUSINESS, FAMILY, YOUR WIFE OR CHILDREN. COMMUNICATION IS PARAMOUNT IN ANY ASPECT." to an inspection. Unfortunately a lot of property managers don’t look at the overall scheme of things; they just look at day to day, being reactive on just getting the job done today rather than having a grand plan for their portfolio.”

Offering his staff an incentive program has proven to be a winner as well; the team receive financial bonuses when they complete certain challenges, for example reducing arrears, transferring tenants from paying cash to direct debit, and the most lease renewals in 60 days.

“Lease renewals are really important.

Why? More lease renewals, fewer tenancy

26 ELITE PROPERTY MANAGER • DEC-JAN 2016

LEASE RENEWALS ARE REALLY IMPORTANT. WHY? MORE LEASE RENEWALS, FEWER TENANCY BREAKS, FEWER VACANCIES, MORE INCOME TO US BECAUSE THE EXISTING TENANT WOULD HAVE TO PAY UNTIL A NEW TENANT MOVED IN.

+

breaks, fewer vacancies, more income to us because the existing tenant would have to pay until a new tenant moved in. Say their circumstances were to change and they decide to move in with a partner, one party has to move out of their existing home. If my tenant is in a lease agreement I think it makes it more likely that they will stay in our [managed] property.”

To sum up the best advice he has for property professionals, the answer is simple.

“My motto is ‘Don’t die wondering’. If I want to do something I’ll do it. If it works, it works. If it doesn’t, we scrap it. I never want to say ‘I should have done that’.

“My favourite advice is to treat people exactly how you want to be treated.

“The best professional advice I ever received was given to me by Phillip Webb himself quite some time ago: walk in and try to improve things by one per cent every day; try to change one simple thing, every day. You might clean the window or paint the front facade. Get better arrears or better staff management. Take staff out to lunch or give them a simple gift to make them feel welcome or appreciated. That one per cent change goes a long way.” ■

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PRODUCTIVITY AND PERSONAL DEVELOPMENT

2016: READY, SET,

GOAL!

A NEW YEAR always brings

new promise along with a desire for success. High achieving PM professionals Michelle Delaney and Hannah Gill take a look the best way to set and achieve business and personal goals for 2016.

FOR PRINCIPALS MICHELLE SAYS:

If you uncover the true definition of the word ‘goal’, you’ll find that it’s ‘an observable and measurable result which is linked to the objectives that a business wants to achieve inside a given time frame’.

Of course, you can’t truly achieve your business goals without first having a plan; the two go hand in hand. Plans and goals make up the DNA of the strategic planning process. Looking at Figure 1, you can see how planning and goal-setting fit together across the different managerial levels of a business.

Planning leads to goal attainment and ultimately to the overall effectiveness and performance of the business, the departments and all team members.

SETTING GOALS WITH THE TEAM While having clear goals increases performance, they also help clarify expectations. Clear goals provide team members with a clear understanding of the desired outcomes for the business.

Without goals, members of the team can lack direction and this has a major

THINK ABOUT IT THIS WAY: IF THE TEAM WERE ROWING A BOAT AND PULLING IN OPPOSITE DIRECTIONS, THEY WOULD ACHIEVE LITTLE RESULT AND CERTAINLY NO REAL PROGRESS.

28 ELITE PROPERTY MANAGER • DEC-JAN 2016

impact on the business overall; people don’t know what they have to achieve, when they must achieve it by or why it is important. Even though everyone might be working hard, collectively they will accomplish little. Think about it this way: if the team were rowing a boat and pulling in opposite directions, they would achieve little result and certainly no real progress.

Goals also play another critical role in a business: they increase motivation. When individuals and teams meet their goals, they feel a sense of accomplishment, a pride in knowing that their achievements have produced real results and benefits for all.

FOLLOW A GOAL-SETTING PROCESS Achieving success will depend on how well you plan in the early stages. Research shows that adopting the SMART framework (see over page) that will lead you to success.

GOALS AND FACILITATING PERFORMANCE A key component in this area is that we must truly understand how goals and people work together. Yes, goals will facilitate performance, but only when the

Strategic plans/goals Top management Organisation wide perspective

Tactical plans/goals Middle management Department perspective

Operational plans/goals Base management Unit/individual perspective

FIGURE 1

right components come together. You must ensure that a person tasked with a specific goal has the right skills, knowledge and ability to complete it. You simply cannot expect someone without the required skills to achieve a successful outcome.

Providing feedback and opportunities for people to ask questions during the process is important; this enables people to gain a clearer understanding of the desired result while reassuring them they are supported. If your team members are simply left to try and figure things out alone, they will become demotivated and less likely to engage. Quite often they will just give up.

Part of the journey is known as ‘goal commitment’. This is a person’s attachment to or determination to reach the goal. When people believe that they can reach their goals and are provided with the training, support, guidance and recognition to help them toward the achievement, they become empowered in the whole process. This leads not only to a final successful outcome, but also gives the whole team or individual member a sense of accomplishment and personal pride in a job well done.

Setting goals will provide a business with many benefits. When people have a goal, they have a sense of purpose.

This leads to an increase in motivation, productivity and morale. When your people feel that the tasks they are completing and their actions make a difference within the company, they want be a part of your future success.

FOR PROPERTY MANAGERS HANNAH SAYS:

Now is the time to turn your mind to making next year your best yet. No one plans to fail, but many of us fail to plan, and setting goals is actually easier than you may think.

The process shouldn’t be overwhelming; rather, it’s an exciting opportunity for you to challenge, motivate and hold yourself accountable.

Here are my five tips.

1. Keep it simple: This isn’t news, but it’s vitally important when you’re setting goals. The last thing you need is complicated objectives that take a lot of time to track.

2. Be accountable: By setting goals you’re implying that you will see them

epm.eliteagent.com.au 29

PRODUCTIVITY AND PERSONAL DEVELOPMENT through. Sounds simple, right? In theory, yes; but when you have an awesome (or terrible) month you can very quickly lose sight of the little things that make the big things happen. Making excuses is easy, but in the end you’re only letting yourself down.

3. Success leaves clues: If you’re not sure where to start, talk to someone who is achieving the success you’re striving for. Successful people are usually happy to share their knowledge and time. Seek them out, ask lots of questions and then put their advice into practice.

4. Allow time for planning: New Year's resolutions are great, but they’re often made in late December once you’ve consumed a few too many beverages and eaten your body weight in food.

5. Use the SMART framework: Start planning for next year right now. Good planning takes time and requires review, so block out enough time to plan before the holiday haze takes over.

Most importantly, once you have a plan for the year write down your goals! This significantly increases the likelihood of achieving them. Sharing your goals with others is also great for feedback and accountability.

WHAT SORT OF GOALS SHOULD YOU INCLUDE? I like to include a mix of goals in my yearly plan, which incorporates my work life, personal life, health and wellbeing.

This keeps me focused and ensures I give enough time and energy to the important

areas in my life.

Ensure you include your own professional development as well as clientfocused and growth goals.

Depending on your job role, you might include: • Property listings • Contacts added to your database • Prospecting calls • Renewals of tenancies • Commission rates For your own professional development, you might include: • Completing a specific diploma or certificate • A reading or audio book plan • Writing a blog • Seeking out advice or mentoring someone else • Featuring in Elite Property Manager There is no right or wrong here. Figure out what makes you tick and work towards making your goals a reality.

WHAT’S NEXT? These simple techniques will help get those great ideas out of your head and onto paper.

1,3,5 Lists: I love the 1, 3, 5 list for its simplicity. You set a total of nine goals: five should be ‘easy’, three should take more work, and the last one is a longerterm, more difficult goal. Start working on achieving the first five as they are the easiest. Once you achieve these, the next three don’t seem so hard. So in theory, when you get to the big one, you’ve already

THE ‘SMART’ GOAL-SETTING FRAMEWORK 1. Specific - to be effective you must ensure that your goals are specific. You should ensure that each goal is clearly relevant to your department’s business plan.

There is little benefit in setting a goal which does not provide you with a specific outcome or result. You could strive hard to achieve this goal, only to realise that there was no real point to it in the first place. This would only be demotivating.

2. Measurable - it is often said that what does not get measured does not get better. How true this statement is! Goals should be tangible and also clearly enable team members to assess their progress and show them that they are on the right path. You will also find that there will be smaller internal measures that can be tracked within the broader goals that lead to your overall success.

3. Achievable – goal-setting will always work best when the goals are attainable.

They should be achievable, but they should stretch you slightly so you feel challenged. Knowing and using your skills and knowledge is critical in defining your goal.

4. Relevant - this is where the planning process comes into play. It is important that the goals are relevant to the strategic plan of the agency or department.

Goals should be measured by the desired outcome and not just the activities needed to accomplish them.

5. Time framed - goals should be linked to a time frame. This is the ‘when by’ part of the process, creating a practical sense of urgency around the objective. By setting a time frame, you set your unconscious mind into motion; without one, the goal is unlikely to produce the relevant outcome, or even be achieved at all.

30 ELITE PROPERTY MANAGER • DEC-JAN 2016

had lots of practice at achieving goals.

Planning calendars: A yearly planner is a great option for a quick one-page reference! Put it on the wall beside your desk, colour-code different categories (work, personal and so on) and track your progress through the weeks and months.

Vision boards: These are a fun way to compile goals, but they often lack the specifics of SMART To increase your likelihood of success, include information that supports deadlines and objectives.

Personal business plan: Writing your own business plan allows you to delve into your business (whether you’re a PM, BDM or principal) and plan the year ahead in detail.

It doesn’t matter which option you use; just pick what works for you.

MY TIPS You have to want to succeed and achieve your goals, and this in itself suggests you are passionate and motivated. That’s good news, because life is short and it’s important that we love what we do.

I find regular reviews help keep me accountable and I will go the extra step – or mile – to ensure I achieve my goals.

And hey, don’t let anyone bring you down! There will be times you don’t achieve your goals, but there will be more times when people tell you that you won’t achieve them. In the wise words of Steve Jobs, “If you really look closely, most overnight successes took a long time.” So don’t give up, and celebrate when you succeed!

I want to summarise by sharing with you a simple mantra that I love and live by: dream big, work hard and stay humble.

May 2016 be your best year yet! ■ ■ MICHELLE DELANEY has been in real estate for almost 30 years. Her commitment and dedication to property management has seen her win major awards throughout her career, both inter state and nationally. She heads up the Franchise Operations as General Manager of Living Here. For more information visit livinghere.com.au.

HANNAH GILL is the General Manager of Independent Property Management in Canberra and has worked with the team for eight years as a PM and BDM. Achieving 100 per cent growth of the rent roll within four years, Hannah continues to grow the business by providing a genuine service and looking for opportunities that help improve the client experience.

SPONSORED

9 TIPS TO POST A SUCCESSFUL PROPERTY LISTING

HOW DO YOU give a listing everything it needs to make

sure you get short listed good tenants? Here is a guide from the experts at rent.com.au.

1. SHOW OFF YOUR BEST FEATURES Feature descriptions are where the real fun begins. Words do an amazing job of marketing your rental. There is serious value in your ability to write well, so tell prospective tenants about anything you think will help in their search; 57 per cent of our customers tell us that they click on a property based on features and 35 per cent value proper written descriptions above other listing features. Property listings on rent.com.au that receive the highest level of enquiry regularly include a list of features such as pets (30.7%), location (12.5%) and a pool (3.65%).

2. BE GENEROUS AND PROVIDE EXTRA PHOTOS A great listing requires great photos. Where possible, use perspective to highlight the depth (and/or width) of the property. Our customers tell us that photos are their most valued feature in any listing. The average click-through on properties with one photo or less was 14%, which shows a lack of photos can be a key deterrent against tenant enquiry.

3. PHOTO QUALITY IS KEY On initial impression, your key image is a powerful selling point. The first thing people see is vital to convince them to read

COMMAND ATTENTION WITH A BOLD, INFORMATIVE HEADLINE. on. Before you take a photo, get as much light into the room as possible. Our insights tell us people looking for a home respond better to sunny and bright rooms, and are deterred by blurry and dark images, often taken without a flash. Our statistics show that renters look for photos showing cleanliness (31 per cent), design (22 per cent), and property features before anything else. Whatever you do, don’t forget photos that show size (20 per cent), the kitchen (11 per cent) and the bathroom (8 per cent).

4. STOP TRYING TO LOOK LIKE EVERYONE ELSE They say imitation is the sincerest form of flattery, but it’s not always the case in this industry. Try not to mimic other agents’ listings – being different will make yours stand out from the rest. Keep your copy interesting with descriptive imagery and tantalising adjectives. An easy way to enhance your copy is to use synonyms.

Rather than using ‘spacious,’ why not opt

for ‘roomy,’ ‘ample’ or ‘sizeable’? Renters say listings that don’t show the full picture of the property (24 per cent), or forget to mention whether pets are allowed (10.5 per cent), are quickly skipped over.

5. LEAD WITH A COMPELLING HEADLINE Command attention with a bold, informative headline. Some basic guidelines: If you must use an exclamation mark, stick to just one.

And where possible, don’t write in caps.

Is your headline going to grab someone’s attention? Does it stand out from its listing neighbours? It’s not rocket science. Give renters a reason to click on your listing – even if it’s out of sheer curiosity.

6. DON’T FORGET THE ESSENTIALS This is key. We know renters will start their search by inputting basic criteria to narrow down their options. Based on our surveys, renters say they sort by number of beds (46 per cent), the type of property (25 per cent), the number of bathrooms (13 per cent), and a weekly price (11 per cent). When filtering, they are most interested in extra features such as air-conditioning, the lease period, the property’s location in a suburb and whether there are amenities nearby.

7. SHOW PEOPLE WHO THEY’RE TALKING TO Personalise your property listing and show prospective renters who they’re talking to.

In a world of social engagement, including an clear photo showing the property manager or agency contact exhibits a level of trust and accountability. Another plus?

It’s good for business development and adds a personal touch to your listing.

8. KEEP YOUR LOCAL AREA IN MIND Your task is to convince the renter that they want not only the house, but the accompanying lifestyle. Give them a clear idea of what living in this property would be like. Mention the nearby schools and the property’s proximity to public transport and supermarkets. It’s tricky to know what each renter is after, so cover your bases.

9. AVOID TOO MANY CLICHÉS Location, location, location! Yawn. We’ve all seen this. Listings featuring this phrase could be scrolled straight past. Diagnosis? A likely case of cliché fatigue. Where possible, try to avoid their overuse. Moreover, don’t exaggerate. Renters are more likely to trust you if they know they can trust your ads. ‘Splendid’, ‘conveniently located’, and ‘hidden gem’ – find a new way to say it, no matter how true it is. ■

epm.eliteagent.com.au 31

MARKETING SPECIAL FEATURE - POWERED BY

MARKETING MATTERS RENT ROLL GROWTH is one of the most important topics for both

agency principals and property managers, and how you choose to market your business is a significant part of that. Elite Property Manager and Console invited four leading professionals to comment on what has worked in marketing, what are the challenges and what the plan is for 2016. Chaired by Fiona McEachran, this is what they said. Story by Jill Boniface.

Joel Fletcher is the Principal of R&W Property Management in Umina Beach and has been practising since 2003. He is the highest ranked and most respected property manager in the R&W network.

Tamsin Wilson is the Head of Property Management for LJ Hooker Parramatta. Before this, she also had several years’ experience as a trainer and a performance co-ordinator with LJ Hooker Corporate.

1

WHAT HAS BEEN THE MOST EFFECTIVE MARKETING STRATEGY THAT YOU HAVE USED TO GENERATE LEADS OVER THE PAST 12 MONTHS? Joel: We looked at our processes and how we were perceived in the marketplace by asking clients ‘How did you hear about us?’ and found that our online presence was the main attracting factor. Then we looked to

Douglas Driscoll is the CEO of Starr Partners. Originally from the UK, Douglas is widely regarded as one of the real estate industry’s thought leaders with his dynamic approach to leadership.

the major portals for products that could help us get to the next level to go beyond our competitors.

We’ve also had the launch of the new R&W website, which has been a great success. So with that and having increased our tempo on the portals, within three or four months we've completely dominated page one of both those websites in the 2256 and 2257 postcodes. We were able to bring on around 150 new managements

32 ELITE PROPERTY MANAGER • DEC-JAN 2016

Sarah Latham is a Director of the Lower North Shore office of Latham Cusack. She began her career in 1993 and worked for several very large offices before starting her own business three years ago.

in 12 months, which was a fantastic effort from the team.

But you’ve got to be doing a combination of things. It’s like casting a giant net out - you just don’t do two things and hope it works! You’ve got to get your internet exposure correct; your site has to be perfect. More importantly for the database, if you’re not prospecting daily and making immediate calls to prospective landlords, you’re not going

Doug: Those who know me and the brand will know we are big advocates of innovation and technology. Having said that, probably our biggest thing for these past twelve months has been about getting back to basics - getting out and meeting landlords and potential landlords. We’ve also been building networks through groups: solicitors, accountants, mortgage brokers and so on, just to build name reputation.

Tamsin: We’ve been focusing not only on our database marketing but also online.

Online has always been our passion. We believe in making sure that we’re topof-mind for everybody, whether buying or renting properties, or having them managed.

Social media plays a part in that; we spend a lot of time on Facebook and Twitter. We focus on putting out great content but understand that people are only ever looking at you from a real estate point of view. It’s trying to be engaging at that point as well. Trying to understand what our clients want to be seeing on our Facebook page is something that we’ve been focusing on over the last 12 months.

We are making sure that we’re getting our database right so we can target the right people. Our tenants are our future owners, so we’re working to make sure they’re seeing value in what we’re offering them.

Then we’re database marketing to our to grow your rent roll. So I think that the internet exposure, plus the tempo of our prospecting and our database were the key factors in our success.

current owners. So many people forget they have a goldmine of current owners in their database. We’ve got nearly 18,000 in ours!

We’re looking to be able to market to them and asking, ‘How can we help you more? How can we help you reinvest?’

We’re ensuring that our database and technology offering is there for them.

That’s been a big one for 2015: making sure that we’ve got that right.

2

WHAT HAS BEEN YOUR BIGGEST MARKETING CHALLENGE TO DATE?

Joel: For me, it’s probably social media.

A lot of agents I speak to have the same problem; it’s finding relevant and valuedriven content. Those things that the consumer wants to know about, not new listings and open for inspections. I sat back one night and thought, ‘How hard can this be? All you have to do is write down some of the things you're thinking!’

Then we went through our history eliminated things that didn't work.

And then we noticed a market update that seemed to gain traction, so we just started delivering that sort of thing in a subtle, yet not overpowering approach.

Another challenge was selling our landlord-paid advertising to our clients.

We looked at the way we were speaking to people and really made sure that our scripts were on point at all times.

"YOU’VE GOT TO BE DOING A COMBINATION OF THINGS. IT’S LIKE CASTING A GIANT NET OUT – YOU JUST DON’T DO TWO THINGS AND HOPE IT WORKS!"

Sarah: We’re a fairly new agency; we’ve only been running for just under three years, so the first 12 months we weren’t focusing on marketing so much as getting the business in order. We didn’t do a great deal of marketing; it was very ad hoc, with a few advertisements in the local paper and so on. We tried out social media, mainly Facebook and Instagram.

The most effective thing was a promotion to our existing clients: tenants, landlords and tradespeople. We offered a dining voucher to the value of $200 at Café Sydney for referrals, and that generated the greatest response of any campaign. Our tradies also put in a big effort for us because they often came across clients who were unhappy with their property managers, landlords who had multiple properties that we weren’t aware of, and tenants who had rental properties as well.

epm.eliteagent.com.au 33

MARKETING SPECIAL FEATURE - POWERED BY Sarah: I’ve been in property management for about 24 years, but marketing? I had no idea what I was doing, where to start, what do to, how to hit my targeted audience. I was fortunate to have a client who had a very strong background in marketing, and she has been a godsend. But the biggest issue was just working out where to advertise and where to market, how to get our branding out there.

Douglas: I guess the biggest marketing challenge for more or less every property management business is understanding who owns that property. Sales are so much easier because the properties tend to be unoccupied, and you can fill their letterboxes with all manner of paraphernalia, but getting out there and finding out who owns the building and then figuring out how to target them can be quite a challenge!

Tamsin: There are always challenges. Our biggest one at the moment is just getting the right attention, so we become a business of attraction. You get people coming in that want to talk with you as an attraction business, but then you do struggle to make them understand the service offering: what you pay for is what you get. That’s been a massive challenge for us.

You’ve got always to be reinventing yourself, or re-energising, and not be distracted by what doesn’t work. You have to say, ‘You know what, that didn’t work.

Let’s try again.’ Challenging, but as long as you keep at it you will get there eventually.

3

WHAT THREE AREAS OF MARKETING WILL YOU BE FOCUSING ON IN 2016?

Joel: I sat down about two months ago and drew up the plan for 2016. We’re going to look at sponsoring some local clubs, surf clubs, and giving back to the community.

I think that’s very important, being in a small town such as Umina Beach. And we’re taking a number of courses to make sure that we’re delivering great content to our clients on social media.

Number three will be nurturing our tenant database to make sure that we’re not just appealing to potential landlords, but potential tenants as well. Being a small town, everybody knows each other, and we want to make sure that everybody knows who R&W Property Management are.

Sarah: I soon realised that marketing wasn’t one of my strengths, so I’ve recently employed a BDM to help me with

"SO MANY PEOPLE FORGET THEY HAVE A GOLDMINE OF CURRENT OWNERS IN THEIR DATABASE. WE’VE GOT NEARLY 18,000 IN OURS!" that. The priority was to sit down and work out exactly where we were going to advertise; we had a list of all the different options, just aiming to reach out to all the different types of audiences and have some sort of structure in place. So we’re now focusing on Facebook, Instagram and LinkedIn. Actually, LinkedIn has been very good for connecting with people with whom we can have a kind of reciprocal referral arrangement.

We also looked at local advertising, and by advertising in the local paper I’ve had people contacting me about advertising with their publications as well. And networking is another big thing that we need to focus on; networking in the local area, local businesses, sponsorship, community groups, that sort of thing.

Douglas: The first is one that we have at our disposal: targeting tenants. There’s an erroneous view that tenants don’t own property, but I’m a tenant with several properties myself. So we’ll be speaking to tenants but also encouraging them into property ownership as well, educating them where appropriate. That relationship is formed from the very embryonic stage and hopefully becomes quite engraved.

The second thing is social media. As I said, we have now been big in that space for a long time, but it isn’t just about posting meaningless static content. It’s tangible content. Genuine relationships are built on

34 ELITE PROPERTY MANAGER • DEC-JAN 2016

information and education, as opposed to promotion. So making sure you have got the right content that the end user is going to find informative and useful is vital.

And third is technology and innovation.

It’s imperative that we communicate with people on the right level and even with the right content. So everything that you see now in the sales environment should follow through to property management, from 3D floor plans onwards.

Tamsin: It’s been mentioned before, but making sure that we build relationships with our tenants. They are going to become our owners, so we want them to have a great experience with our business over that time. When they do become owners, we want them to come back. People are choosing lifestyle at the moment, so if they’re going to buy an investment property, they’re not necessarily buying it to live in. They’re probably going to stay in the areas where they can afford and rent, but still own properties. Understanding that and working with them is a major focus.

Technology is a big thing across the whole industry, but make sure you’re marketing and promoting the technologies you use and what you can offer. 2016 should be a big year for that. Then we’ll be continuing with our social media.

Facebook is like a marriage; you can’t ever stop. It’s a commitment for life! ■

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36 ELITE PROPERTY MANAGER • DEC-JAN 2016

GRAPHIC CONTENT WARNING

Some property managers will never have to experience the smell of death when walking into a property that they are managing. Many will never see a fully equipped drug lab set up. Many will never experience a threatening client over the phone or in person, or feel unsafe when visiting a property with a client. Would you know what to do if any of this happened to you? Jess Kindt shares her personal story.

D

URING MY 12 years in property, 10 in property management, I have been one of the unfortunate few who have experienced all of the above scenarios.

In 2004, as a young property manager, I experienced my very first tenant-suicide.

The experience is yet to leave me and I believe it never will. But over the next nine to 10 years of managing properties and rental departments, I was the first at the scene of a further five suicides of tenants in properties under management.

In between these terrible events, I have had my life threatened, my car trashed, been verbally abused to the point of being fearful for my safety, exposed to drug users’ paraphernalia and live lab setups, had tenants on the phone for hours threatening to end their life, and many other very upsetting and challenging circumstances – none of which I thought I would be exposed to as a residential property manager.

I found there was very little information available to help and guide me through overcoming each of these events. It was almost impossible to find black and white processes to follow and very little in the way of residential legislative support.

The most memorable case I experienced was that of a tenant-suicide in inner-city Brisbane. After trying to contact the tenant numerous times to discuss his rent arrears, and checking in with neighbours who had not seen him, I assumed he had abandoned the property. I proceeded with issuing an abandonment notice, along with an entry notice, ready to visit the property to investigate.

When walking up to the front door, I smelt a very distinctive odour coming from the ground floor flat. Having experienced previous abandonments in my career, I assumed the smell was from rotting food

left in the property – after all, it was the peak of summer. I unlocked the front door, slowly pushed it open and took two steps inside. The smell was too much to bear and my eyes began watering. I looked down at my shoes which were squelching in the carpet and saw the tenant, lifeless on the floor and covered in blood, with a plastic bag taped over his head and large gashes to both wrists.

I ran out of the flat, crying hysterically. The neighbours came out and phoned the police.

I remember overhearing one of the officers say that it had looked like my tenant had been deceased for two to three weeks, but I don’t recall much else. After being questioned, I was told to leave my shoes (due to standing in bodily fluid) and hand the property keys to the police, who

had unfortunately found deceased tenants before, the process had always been handled by a more senior member of staff.

I went back to the office feeling very overwhelmed and rang the police who were present at the scene on the day of discovery. I asked what the standard process was to clean up after something like this occurs. They provided me with a name and number for a death trauma cleaner who was well known in the Brisbane area. I had never heard of this type of specialist cleaner before.

After a short phone call, I met with the trauma cleaner at the property. I was absolutely shocked at the process she explained to me – along with the cost of doing it! The property had a concrete floor, besser block walls and was approximately 50m 2 in size, so very small.

Bodily fluid had somehow reached from the front to the very back of the flat. I was advised that, in order for the property to be safe and free of bio-hazardous waste, all carpets, furnishings, curtains, blinds, belongings of the tenant, and pretty much any fixture or fitting outside of the kitchen cupboard and bench would need to be removed and disposed of. The concrete floor and walls would then be resealed and repainted.

The death trauma cleaner quoted $6,500 to conduct the job. I nearly fell over! As the police were unable to locate a next of kin for the tenant, we dropped any salvageable photos and documents of the tenant’s

"I REMEMBER OVERHEARING ONE OF THE OFFICERS SAY THAT IT HAD LOOKED LIKE MY TENANT HAD BEEN DECEASED FOR TWO TO THREE WEEKS, BUT I DON’T RECALL MUCH ELSE." would contact me once the crime scene was released. I was basically told to head back to my agency to carry on with my working day as normal.

Eventually the police established the death was a suicide and I duly collected the keys. When I returned to the property I expected everything to be back to normal, but I was wrong. I walked into the very same crime scene I had witnessed only days before, minus the body of my tenant. The smell, the mess, everything was the same. I had no idea what to do next. I assumed there was some sort of process I had to follow in removing the tenants’ belongings and cleaning up the property, but I really had no idea where to start or who to turn to. Even though I

into the Office of the Public Trustee. The property owner then paid for the death trauma cleaner and associated work, with some of it being covered by their insurance.

At the request of the owner, the property was then blessed by a local priest and placed back on the rental market. I never re-visited it again.

I have often looked back on my experiences and wondered why we, as an industry, don’t provide more training in relation to these kinds of scenarios. This thought has plagued me for years. I have a huge desire to expose staff to the unspoken factors of property management – including the potential safety risks. Recent statistics on suicide, domestic violence and drug use are alarming and most people do

epm.eliteagent.com.au 37

BEST PRACTICE

not consider that these often take place within a rental property.

A recent study showed that last year alone, 323 people were victims of assaults, rapes and murders whilst working in real estate in the US. Since 2006, violent crimes against real estate professionals have increased by 300 per cent worldwide. In Australia, sexual assault and related offences are increasing each year by 20 per cent. The Courier Mail recently reported domestic violence rates are soaring in Queensland, with police recording a 30 per cent jump to 72,516 disturbances last year. Domestic and family violent deaths also spiked in the same period, with 29 murders compared to 16 the previous year.

So what do you do and who do you call if a similar scenario occurs in your property management business?

Based on my experience, my suggestions are as follows: • A property manager can always ask police to conduct a ‘welfare check’ on any tenant at any time. If you suspect a tenant may have passed away or you fear for their general welfare, this is a great way of seeking assistance without physically exposing yourself to an undesirable situation.

• If something just doesn’t feel right, never visit a property alone or avoid the property and/or client altogether. Always follow your instincts as more often than not they are spot on.

• If you happen to visit a property and see very large blowflies on the inside of the windows or doors, possibly with a bad smell, never enter and call police immediately.

• If you do walk into a property and find a deceased person, leave immediately with as little disturbance as possible to the scene to avoid interfering with any police investigation.

• If the police are unable to locate and/ or contact a next of kin for a deceased tenant and have given the all-clear for possessions to be removed by a death trauma cleaner (if applicable), personal documents (such as money, passports, birth certificates, photographs) must be given to the Office of the Public Trustee within seven days of the end of the tenancy. Refer to your Residential Tenancy Authority for time frames and

processes relating to ending a tenancy due to death of a tenant.

• Google organisations in your local area that provide rehoming services, mental health assistance, emergency relief and support for domestic abuse victims, so that you can offer contact details to any client ever in need.

• Visit your local police station to obtain emergency contact numbers for services

Me’ app on your iPhone or tablet or similar.

This allows staff to send for help via text message with accompanied location via GPS tracking built into the app.

• There are many (free) self-defence workshops available in most major cities.

I recently had Brisbane Martial Arts visit our team to conduct a two-hour self-defence workshop. We all loved it.

It was fun, educational and it taught us skills to apply not only in our line of work but also our daily lives.

"I HAVE OFTEN LOOKED BACK ON MY EXPERIENCES AND WONDERED WHY WE, AS AN INDUSTRY, DON’T PROVIDE MORE TRAINING IN RELATION TO THESE KINDS OF SCENARIOS."

and police hotlines, including Crime Stoppers.

• Reports to police of suspected illegal activity can always remain anonymous if you so wish. No permission from your property owner is needed to report this activity anonymously to the police. You would, however, seek their permission if issuing a notice to remedy breach to your tenants for this type of behaviour.

• If you ever have threats made against you, always record and report the situation to your business owner and the local police.

• Create a code word in your office that can be texted or phoned in at any time, alerting staff that you are in danger. Ensure any new employee is made aware of this code word and knows what to do to help.

• Download the Daniel Morcombe ‘Help

38 ELITE PROPERTY MANAGER • DEC-JAN 2016

We are all one team, as property managers within this industry. Together we should always be aware of not only our own personal safety but that of our employees and colleagues. I have recently carried out extensive training with our teams on all of the above and will continue to keep this topic at the front of their minds.

It’s always a great idea to train staff on the uncommon to ensure we are ready for anything when looking after people and property. It would be great to see other business owners, corporate teams and team leaders do the same. ■

JESS KINDT, with more than than 12 years' experience is Property Management Liaison & Mentor at Place Estate Agents, Brisbane.

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CUSTOMER SERVICE

OVERCOMING OWNER OBJECTIONS AS A PROPERTY MANAGER,

you’re almost always likely to face questions or objections from the owner of the property.

Whether it’s for routine maintenance, emergency repairs, lease renewals or property vacancies, you need to know what you’re talking about so you can be sure you’re giving the property’s owner the right advice. Story by Lauren Kropp.

O

VER THE LAST decade property management has become much harder and more timeconsuming; legislation has changed and litigation seems to be the answer for even minor disputes.

The first lease I prepared was in 1997. It was typed on a typewriter with carbon copies; there were no such things as inventories, CMAs or online bookings. If someone had told me that in 18 years’ time we would be arranging for smoke alarms to be checked for every new lease, I don’t think I would have believed them.

40 ELITE PROPERTY MANAGER • DEC-JAN 2016

And it’s not just me. Owners are also having trouble understanding the changes. When it comes to legislative items such as smoke alarm checks, blind compliance and pool certificates, the simplest way to explain is that landlords simply do not have a choice. If an owner refuses to comply, as a managing agent, you must cease management of the property to ensure you don’t end up at tribunal yourself.

My advice for you, as a manager, is to include this explanation in a monthly or quarterly newsletter, or as a note on all owners’ statements - something along the lines of ‘You may notice additional charges appearing on your statements over the coming months for smoke alarm servicing. These are legislative requirements and must be performed.

example), I strongly doubt they would be happy if you spent $450 on general repairs that may not have been urgent. That’s when the phone call comes in; the irate landlord asks you why you repaired the curtain rod, loose toilet seat and dripping tap without their knowledge and you reply that the tenant requested it to be done. Many landlords will not find this answer acceptable.

In short there are two types of landlords.

1. Mr and Mrs ‘We appreciate your looking after our home as if it is yours’; and 2. ‘Pay me the rent so I can pay my mortgage and that’s all I care about.’

Type 1 will appreciate you are trying to keep the property well maintained, making the tenants comfortable so they

OWNERS SEE A MASSIVE DIFFERENCE BETWEEN THE $450 THEY WANT AND THE $430 YOU ARE ADVISING, BUT THEY FORGET THAT FOR EVERY WEEK THE PROPERTY IS VACANT THEY HAVE LOST $430.

Please see attached information.’

Other objections or issues you might face with property owners include:

SIGNING OF A FORM 6 It bewilders me that when it comes to due diligence there are still agencies that do not have a signed copy of either a 20A or a Form 6 on file; not even just a scanned copy. The rules are the same – without a signed copy you must immediately give the property to the owner to self-manage.

The rule is quite simple – if OFT find out you are managing a property without an agreement, you have been illegally representing the owner and should not have been collecting any fees for the period you have acted without a signed agreement. You will have to refund all fees collected back to the landlord and potentially face a heavy fine.

remain great tenants, paying their rent on time and living at the property as long as possible. And the tenants will understand the landlord’s willingness to carry out repairs means the $10 rent increase is justifiable.

Type 2 - Not so much! This is what we call a ‘tread-carefully owner’. This owner will likely threaten to take the management off you at least twice in a two-year period. The best way to approach this situation is to advise them the repairs are needed to avoid any unnecessary disputes and to mention that upon lease renewal you may look at increasing the rent so that the notion of more income is a key focus. Don’t make promises though, as a rent rise may not be possible. You may also need to remind this owner that part of your job as managing agent is to maintain the property for the landlord’s benefit as well.

MAINTENANCE Dealing with tenant maintenance requests that are not urgent is always difficult. Each landlord will view these maintenance items differently and this is by far the toughest item to be agreed on.

Although there is a lovely little section in the management agreement where the landlord indicates they agree for you to spend $500 or two weeks’ rent (for

LEASE RENEWALS ‘No, I don’t care if the tenants are on a lease.’

The agency cares because generally you will receive a lease renewal fee. A rent roll valuation is favourable and fixed term leases attract more income. The structure of a fixed term tenancy makes it much easier to prepare (busy periods, lease expiries, actioning rent increases within

legislation, and so on).

Owners need to feel their lease renewal fee is warranted. So what do they get for it?

Financial security: No insurance issues. Aside from industry insurers like AON, EBM, Terri Scheer, many insurance companies do not cover landlord insurance if tenants are on periodic leases.

Rent increases: These can be written into leases, so there is nothing wrong with increasing rent after 6 months on a 12-month lease.

Property vacancies: Some owners expect you to find them a tenant a day after the previous one vacates. The general turnaround time should be close to a week minimum, to allow the property manager time to perform the vacate inspection, have the tenant attend to anything they need to and ensure any maintenance is carried out. This should be explained to the owner by the BDM when signing the management agreement. When properties can’t be rented, the cause could be that the rent is too high, or a property has been listed prior to four weeks from vacate date and has become stale. Because the average person needs to give two weeks’ notice to vacate, it's best to advertise within those two weeks so immediate moving is available.

The property manager or leasing consultant will perform the CMA and advise the owner what they feel would be an achievable rent. If an owner is insisting on a higher rent, you might agree to try the increased price for two weeks to see if any interest is generated.

If not, talk to the owner about dropping the rent back down again. Owners might see a big difference in the $450 rent they want, compared to the $430 a week rent you have suggested, but if the property is vacant due to the cost, they are losing more money than they will gain.

In the end, the most important way to avoid objections is the sign-up process.

Be sure to advise both the owner and the tenant of your systems and procedures from the start; that way you can resolve a lot of problems at a later date. Sign-ups might take longer, but you’ll save on irate phone calls well into the future. ■

LAUREN KROPP is a director and consultant at Real Strategix, who offer a wide variety of property management consulting services. For more information visit realstrategix.com.au.

epm.eliteagent.com.au 41

PM Q&A How long have you been working in real estate?

I started back in 2006, so it’s almost nine years.

What are your qualifications?

I completed a Certificate III in Real Estate (property management/traineeship) along with my agent’s representative course when I first began my career. I then took my Certificate IV/full licence.

I was recently awarded Property Manager of the Year for Victoria 2015 at the Investor’s Choice awards. I am very proud to have received this accolade as I was voted for by my clients! We live in a reputation-based economy now so testimonials and results speak for themselves, but to have this formally recognised really is the icing on the cake.

What do you find are your biggest property management challenges?

I think the challenges change on a daily basis, but the foremost difficulty is adapting to the many different types of people we deal with. Each client will have a unique reaction and need a different resolution to their situation.

Understanding people and the outcome they require isn’t always an easy task - especially when they are not forthcoming with their expectations! That’s where good solid education and communication come into play. You need to educate your clients on good practice and provide ways for them to understand what a tenancy entails. From the upkeep of a property to reasonable expectations, it’s all part of your job.

Jessica Rodriguez

Senior Property Manager Peter Leahy Coburg, Victoria I’m also very big on communication. I work part-time in our office as I divide my time between my 15-month-old daughter and my clients. Although I do work from home, I’m not a person who can leave things incomplete. Property management doesn’t close for the day! So communication is key in order to keep all parties updated and informed.

As long as you understand the Residential Tenancy Act back to front and have solid policies and procedures in place, the fundamentals of what you do and how you do it will always be the easy part.

It’s getting your clients to understand the legalities and that the advice we provide is actually for a reason: their benefit!

What do you love about property management?

I love the variety in my day and the fact that no two days are the same. Every day I have unexpected things that need to be finalised. From a client calling with a multi-unit development requiring an appraisal ‘today’ to a snake in a semi-rural property that needs to be removed, I can never tell what my day is going to be like. Don’t get me wrong, I am organised and I do have a daily diary that I try to adhere to, but I’ve learned to expect the unexpected on a daily basis!

Why is your agency or team unique?

We are an independent office. Our business and clientele began with our individual reputations; we have all maintained positive, long-term relationships with

42 ELITE PROPERTY MANAGER • DEC-JAN 2016

the clients we’ve met in the course of our careers.

Reputation is paramount in real estate. Offering a fresh approach to selling, buying or renting, Peter Leahy Real Estate has a strong commitment and connection to the local area. Our focus is on providing an exceptional level of customer service for our clientele, from the initial contact right through to the successful outcome.

Our commitment to our clients comes from our passion and enthusiasm for the industry. We care about our customers and achieving the best outcome for their property; whether it’s sales

or rentals, each property is treated with the same regard and respect. Our office is a very tight-knit team who share the same values and strategic outlook.

What was the most memorable (or unusual) property you have ever managed?

The most memorable events stem from completing routine inspections. I remember preparing to enter a onebedroom rental property in Richmond that had an unusual odour about it. When I went into the kitchen, I found the tenant had removed the cupboard doors and placed

wire mesh in front of each cupboard space. Behind the wire was straw, and neatly perched in each cupboard was a chicken!

What’s the best advice you have been given?

Tell the truth. Sometimes you need to deliver bad news or explain a situation that may not be ideal. It’s part of the job. Don’t run away or procrastinate – you can always transform it into a positive outcome! If you are upfront and honest with your clients and have taken the time to understand and provide reasonable resolutions or steps to take, you will strengthen the trust within your relationships.

Also, do what you say and say what you do. If you tell someone you are going to do something, then make sure you actually do it. Always tell people what you are doing and why. If people are aware of you working behind the scenes for an outcome then things run a lot more smoothly. Not everything we do can be seen.

How do you maintain healthy relationships with landlords and tenants?

Communication. The key is to be transparent. If you are open and honest with your clients, things run a lot more smoothly and I find that relationships

that are built on trust, rather than expectation, last the distance. Nothing can replace the value of a sincere phone call and building a relationship from personal interaction.

Many of the clients whom I met back when I first started as a property manager are still my clients today. I’ve seen their kids grow up and I know their properties inside out. Nothing beats good old-fashioned service and sincerity. These are the clients who attend their inspections, the ones I meet regularly and who send me endless referrals; in fact, some of my landlords and tenants I’m fortunate enough to call friends.

When evaluating a potential client, I will decide how much my client and I will stretch and grow while working together. Will they be difficult to deal with and prevent a successful outcome? If I feel that this potential client will provide mutual opportunity for growth and build a strong

relationship, I will likely accept the challenge and take on their property. If I feel that the potential client isn’t open to new ideas and won’t do the right thing, I will likely decline their property and suggest they may find a better match with an alternative agent.

How do you relax outside real estate?

On my days off I ride. I don’t allow anything to interrupt the time with me and my horse.

It’s the only real opportunity I have to turn the phone off and let it all off my shoulders.

It’s also mummy and daughter time; the delight on my daughter’s face and her bond with the ponies is just magical.

Times like this make all the hard work worth it. Sometimes it really is the simple things that affect you the most.

The past 18 months or so has been a very testing time in my personal life; my daughter was born 12 weeks’ premature and spent a long time in hospital before coming home, so ‘me

I FOUND THE TENANT HAD REMOVED THE CUPBOARD DOORS AND PLACED WIRE MESH IN FRONT OF EACH CUPBOARD SPACE. BEHIND THE WIRE WAS STRAW, AND NEATLY PERCHED IN EACH CUPBOARD WAS A CHICKEN!

time’ never really existed. I make sure it happens now and I feel I’m a lot better off for it. Before this, my life was work, work, work. Now I have family and work. That’s one of the reasons I don’t sweat the small stuff anymore; you can definitely be successful and have a family and/or personal life. You just need to prioritise.

If you could have any three people at your dinner party, who would it be?

Ronnie Chieng – he’s a brilliant Aussie comedian who has me in stitches. You need laughter in your life.

Richard Branson, because his success and outlook on life amaze me, and his values and ideals would make great conversation. I think I would get a lot out of that meeting!

Thirdly, Johnny Cash for his voice, stories and opinions.

What are your predictions for the real estate industry for the next year?

I feel the market will continue to rise around April 2016 and then it should plateau out and remain steady. There is always a consistent requirement for rental property and, even though the demand fluctuates, the need for knowledgeable, experienced and personable property managers is always there.

What advice would you give someone starting out in property management?

Take it all in! Don’t be disheartened by people with negative outlooks and jaded personalities. Some people are property managers because it’s just a job; they lack passion and drive. Don’t be influenced by the black sheep of the flock. Find your niche and be the best at it. Ask for things to do, learn what you do well and build on it.

Make sure you do the training courses offered and broaden your knowledge base. Most of all enjoy it! Everything in life is what you make of it. ■

epm.eliteagent.com.au 4 3

The Last Word

Fiona Blayney

THE COMPARISON CLOUD When we draw the easy and inevitable comparisons between ourselves and others we can end up feeling like we are falling short of the mark or not good enough. Fiona Blayney explains why you should not compare someone else’s social media 'showreel' to your own real life.

I

t started out like any other booking, albeit I was excited by the change of audience, style and pace.

What I hadn’t realised was that I was about to learn just as much through the preparation for this event as I hoped others would through the performance.

I took the call from the event organiser as I was driving in my car. Frantically returning calls between appointments meant I didn’t ask as many questions as normal, and given we were well acquainted I trusted the context of the event with her. She didn’t mention the topic at the time; that was still in the planning, so she simply wanted me to commit to being a presenter at the inaugural Women in Real Estate Breakfast event that she was hosting for their group. It sounded like a great initiative and I thought ‘Why not?’

“Once I have locked in the speakers, I will email you over the content I want you to focus on with your session,” were her parting words and we left it at that. As I hit the office later that day, dates were entered into the diary and I went about life.

Over the next couple of months, the booking sat in my diary and I didn’t really give it another thought, until that fateful moment when an email popped into my inbox.

The topic arrived: ‘Follow your Dreams – Did It’, along with

the list of co-presenters, and with it an instant feeling of nervousness that ran through my body.

As I took a moment, reading the event plan and scanning the list of other speakers, I instinctively started to weigh up each speaker and my interpretation of

There are so many moments each day when we are hit with this instinctive comparison cloud. I am constantly hearing from clients about the agent down the road, round the corner or interstate. How big is my rent roll, my profit, my average management fee?

Property managers are always comparing their properties, clients and results to those of the messages portrayed online or on the screen.

An avid user of social media, I am yet to see an agent post an image of the listing they lost to a competitor, or the

AN AVID USER OF SOCIAL MEDIA, I AM YET TO SEE AN AGENT POST AN IMAGE OF THE LISTING THEY LOST TO A COMPETITOR, OR THE ARREARS RATE THAT HAS EXPLODED, THE PROPERTY THAT SOLD UNDER RESERVE OR THE LETTER OF COMPLAINT THAT ENDED UP AT FAIR TRADING. their positions in the world; teaming this with some mind chatter, in a matter of moments I had quickly worked myself to the bottom of the list. No matter what you have done in your life, I know each of you will at some point have been overshadowed by what I call the comparison cloud, and it was raining in my world!

4 4 ELITE PROPERTY MANAGER • DEC-JAN 2016

arrears rate that has exploded, the property that sold under reserve or the letter of complaint that ended up at Fair Trading.

In the personal realm we tend to paint a similar rosecoloured picture, avoiding open discussion about the argument with the partner, the kids misbehaving at school, the

holiday that we didn’t have or the weight we have gained.

Is it any wonder that comparison with others leaves us at the bottom of the ladder, when everyone else’s life is so amazingly perfect?

No good can come of standing under that comparison cloud unless you are comparing yourself to the only person that counts, the one staring back at you each morning in the mirror. YOU! As you reflect on your year, do just that: reflect on your year, not everyone else’s.

That’s for them to do. No doubt you will find something you could have done better, some moments you’d rather forget, but hopefully you will find some milestones that will go into the Book of You, and I know you will identify areas for improvement in 2016.

For what it is worth, I nailed that presentation; not because I was the highest on the comparison cloud for the day, but because I asked myself how it went in the mirror that night. Instead of comparing myself to the other speakers, I simply told my reflection looking back at me that I was awesome. ■

FIONA BLAYNEY is the founder and director of Real+, an industry-first Property Management learning platform. For more info visit realplusonline.com.au.

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