ELITE PM Issue 20 Oct Nov 2018

PATIENCE AND PRACTICE BUILDING YOUR BDM PROFILE THROUGH VIDEO

WHAT ARE YOUR

75 THINGS?

LEARNING TO FLY

TAMEKA SMITH

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CONTENTS

NOVEMBER 2018

Regulars 006 READER PROFILE Malama Psarianos 008 THE WATERCOOLER Catch up on what you may have missed 010 EVERYONE'S TALKING ABOUT Beepo and Rockend announce training partnership 018 REALTY BYTES Alister Maple-Brown 020 BD MASTERY Tara Bradbury 021 PM MENTOR Natalie Hastings

06

022 GAME CHANGER Jo-Anne Oliveri 040 ASK THE COACHES Lauren Kirk, Heidi Walkinshaw, Kate Benjamin

First Person 012 PATIENCE AND PRACTICE Fiona Blayney 014 WILL YOU SURVIVE THE FUTURE OF

PROPERTY MANAGEMENT Debbie Palmer

016 BELLS, DINGS AND WHISTLES Heidi Walkinshaw

24

017 WHY TECHNOLOGY WON’T REPLACE YOU Nhi Chang

Cover Story 024 LEARNING TO FLY Tameka Smith, Key2 Property plus Top takeaways from PM Transform 2018

34 Features 030 WHAT ARE YOUR 75 THINGS? Kurtis Pirotta 032 DO YOU WANT INSURANCE WITH THAT? Sharon Fox-Slater 034 FINDING THE JOY Natalie Doolan 036 THE CIMINO CONNECTION Catherine Vissiere 038 THE EFFICIENCY GAME Kasey McDonald

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36

KURTIS PIROTTA

RENTAL SERVICES QLD REALESTATE.COM.AU

How would you describe your relationship with tech?

Some would say my relationship with tech would be classified as nomophobia which occurs in situations when an individual experiences anxiety due to the fear of not having access to a mobile phone.

PC or Mac? PC for life. It’s what I know and it’s easy to use for work. iPhone or Android? iPhone makes my life easy and it’s so intertwined into my social and work life and don’t think I can cast off the shackles!

CATHERINE VISSIERE

HEAD OF MARKETING - ROCKEND How would you describe your relationship with tech?

Tech has dramatically transformed the art of marketing. I am fascinated by the everevolving relationship consumers have with brands.

PC or Mac? PC all the way. I spent 10 years at Microsoft and professionally I am much more productive on a Windows environment and using a cloud-based application like Office 365. iPhone or Android? iPhone. For a long time, I was using a Windows Nokia phone which I loved. I only moved to an iPhone two years ago, because I had to.

Three apps you can’t live without?

Office 365 To access all my business files and our team documents Asana Manages tasks, workflow and social media content planning.

Facebook Messenger A must have if you have teenagers. And I have three of them.

What piece of future tech are you most looking forward to?

I am following closely the evolution around data and privacy. I think we will see more control put in the consumers’ hands, as well as an ability for consumers to monetise their data themselves, as opposed to other tech companies making money off their data. I’m watching new government legislations such as My Health Record, and also technology companies like Meeco.

Three apps you can’t live without?

Instagram is my favourite social platform YouTube I watch it more than TV. I watch all sorts of random things!

Spotify Music is so important to my sanity.

30 What piece of future tech are you most looking forward to?

Health apps that can help us track my blood pressure and overall health. Things that will give warnings to will alert emergency services, doctors and family if need be.

CONTRIBUTORS TALK TECH TARA BRADBURY DIRECTOR - BDM ACADEMY How would you describe your relationship with tech?

Interesting...I find myself wanting to know more and do more daily in this area, I watch other agents sometimes implement more tech than they need by doubling up on the same product.

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PC or Mac? PC. At the time it was just what I needed, however due for an upgrade and soon and may step into the Mac world. iPhone or Android? iPhone. I personally have preferred the new features in the upgrades and have the latest version of the iPhone and I’m loving it.

Three apps you can’t live without?

JivoChat Allows me to have instant conversations with prospects and clients on my website when they have burning questions Instagram I have found I’m posting more to Instagram first, then sharing across.

My niche market is more interactive on

4 ELITE PROPERTY MANAGER • NOVEMBER 2018

Instagram and can track and interact well Zoom I use for any video, conference calls and interviews I need to record.

What piece of future tech are you most looking forward to?

Driverless cars will really change the dynamic on the roads and be much safer for our next generation.

12 FIONA BLAYNEY FOUNDER & DIRECTOR - REAL PLUS How would you describe your relationship with tech?

Love/hate. I love tech for all that it affords me, but there is some tech that I have found to be overbearing at times. When smartphones came on the scene I hated the way it crept into every corner of my life. I hated that I found myself drawn to this little machine that at times takes priority over my loved ones and the person standing right in front of me. I’ve worked at disconnecting from my tech hub, had digital detoxes, bought an old-school alarm clock, and keep my phone on silent. I think we are all working at working with technology not having tech control us.

training

support

outsourced accounting

PC or Mac? PC. I have no reason other than just having stuck with what I know. I do have a load of Mac products, and Macs in the office, but PC is my default. iPhone or Android?

I was a Blackberry addict, I loved that damn phone! It was probably about seven years ago when I converted to the iPhone and its constant improvements have kept me there, plus have you taken a photo in Portrait mode?

Three apps you can’t live without?

Well as you can see I have not added any apps to my front screen, and this is by design. I keep my basics here, Calendar, Phone, Web Browser, Maps and SMS, anything more than this sends a message to my brain of how much I actually have on.

Does anybody really need to see how many unread; emails, DM’s, IM’s etc that they have every time they take a call? This front screen helps keep me calm.

What piece of future tech are you most looking forward to?

According to the World Health Organisation cancer rates continue to rise globally, I’m looking forward to the technology that either cures the disease or prevents its occurrence in the first place.

elitepm.com.au 5

READER PROFILE

FROM RADIO TO REAL ESTATE After a career reading the news on radio, Malama Psarianos was snapped up into the real estate industry. Today she’s enjoying her role as senior property manager at Raine & Horne Penrith.

Who or what inspires you?

Even though they are not around any more, my parents have instilled in me my work ethic, honesty, loyalty and transparency. This stays close to me with everything that I do.

Arianna Huffington has taught me to believe that gratitude is the gateway to grace. My gratitude exercises help lower the stress which comes with property management.

In your ‘briefcase’ right now is...

My iPad, mobile phone, Kikki.k rainbow pen, business cards, thank you cards, notepad and diary.

Tell us a bit about yourself and your role at Raine & Horne Penrith.

Over the years radio and television have been my passion. I studied journalism and marketing, throughout my career I was the first female presenter at 2WG in Wagga Wagga, worked for John Laws and also read regional news and weather for Prime. When I moved into real estate I was offered a BDM role at a boutique agency in the Blue Mountains.

Now I work for an amazing principal, Gary Rossetto, and

his wife Evie at Raine & Horne Penrith. My role is to give outstanding service to our existing clients.

What is the market like in your area now?

Hot, hot and hot! Over the last 18 months developers have been building and now there are hundreds of units coming onto the market.

Due to the oversupply, rental prices have started to fall but we are still getting great rental yields for existing rental properties.

6 ELITE PROPERTY MANAGER • NOVEMBER 2018

Something you couldn’t live without?

Without our health we have nothing and that is why going to the gym is my morning ritual. I make sure I have a healthy breakfast, read the morning paper and have a latte from my favourite coffee shop. I start work at 7am. I do this to be the best for my clients, and because I love looking after myself.

What do you enjoy most about Elite Agent?

I like reading the profiled people and places and the latest real estate trends.

It sits on my coffee table at home with my Vogue magazine and I pick it up every day to inspire myself.

Arianna Huffington has taught me to believe that gratitude is the gateway to grace.

What apps do you use most?

Instagram: socially and professionally. PropertyTree: love the mentoring from REST Professional. LinkedIn and Facebook, Evernote for remembering everything that matters, Dropbox, RP Data and WhatsApp. What advice would you give someone starting out in real estate?

Be a sponge and talk to everyone. Know what is going on in your community.

Study your local market daily.

Shadow the agent you most admire and respect in the pathway that you most like in the industry. Attend Chamber of Commerce functions with your principal. Follow the local football team and attend games to be seen out in the local community. Real estate is not a glamorous job, but it is rewarding.

Words to live by?

Two ears, one mouth! 

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THE WATER COOLER

Our daily newsletter #THEBRIEF brings you the latest real estate news, tech and marketing tips straight up every day.

In case you’ve missed anything, here are some of this month’s trending stories. Subscribe to #THEBRIEF eliteagent.com/subscribe.

CONSOLE AND EZIDEBIT TACKLE RECEIPTING HEADACHES

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round 31 per cent of all Australian households are in rental properties – and that means more payments that need receipting. To speed up the process, Console has partnered with Ezidebit to produce Console Pay, a fully-integrated direct debit system.

To prevent receipting headaches caused by funds that don’t clear, Console Pay uses a third-party system to clear

payments first. According to Console’s Chief Product Officer Matt McGown, that means, “When rent, bond or invoices arrive, they’re cleared within two days and receipted with the click of a button. It’s designed to put the power of rent collection back in the agency’s hands.”

Following Console Pay’s success in Gateway, it’s being developed for Console Cloud and RPO. It’s due for release early next year.

RENTAL REFORMS FOR VIC AND NSW

N

ew laws governing rental property passed through Victorian Parliament in September, and NSW laws are about to see their biggest shakeup in two decades.

The initial package of reforms in Victoria focuses on strengthening tenants’ rights, to provide those who rent with a sense of security and support.

However, the REIV isn't happy, saying the reforms put unfair pressures onto landlords and property managers and will further constrict an already tight rental market.

“We don’t think the act needs to be repealed, but if there is a change of government we will be speaking to them about making modifications to the act,” said Mr Simpson.

Meanwhile, in NSW, rental laws are set to see the biggest shakeup in two decades. Major changes include limitations on rental increases and set fees for breaking a fixed-term lease. The reforms also look to bring in no penalties for domestic violence victims who break a lease.

Other changes include minimum standards being introduced around access to electricity and gas, structural soundness in buildings and adequate lighting and ventilation.

8 ELITE PROPERTY MANAGER • NOVEMBER 2018

Senior property manager joins the team at Ray White Dalkieth | Claremont

V

ivien Yap has further extended her team, bringing on Fiona Short as a senior property manager. Ms Short joins Ray White Dalkeith | Claremont with over 15 years’ experience in the property management industry. She firmly believes communication is the key to a successful property management business.

“Whether you know the answer or not … as long as you’re communicating and being honest you can’t really go wrong,” Ms Short said.

Working alongside Ray White Dalkeith | Claremont’s new General Manager, Lee Fitzgerald, Ms Short says she is looking forward to growing the property management portfolio in the business and offering the firstclass service Vivien Yap is known for.

“I love a challenge. Exceeding lessors’ and tenants’ expectations and having people be proud of me and enjoy working with me … that’s what I love about it,” Ms Short said. 

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EVERYONE'S TALKING ABOUT…

BEEPO AND ROCKEND PARTNER TO PROVIDE ACCREDITATION FOR OFFSHORE EMPLOYEES AS AGENCIES ACROSS AUSTRALIA look for ways to create efficiencies, provide

exceptional service and improve margins, offshoring is an increasingly popular solution. Now it’s been made a whole lot easier with a partnership between Beepo and Rockend; providing trained and accredited employees ready to start work. Samantha McLean talks to Mark Engelmann and Fletcher Celand about what’s included in the training, and how it might help PM businesses of all sizes.

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dequate training is usually one of the biggest challenges in implementing offshore teams. One of the main issues has always been the struggle with a large number of unique software products along with legislative and geographical knowledge requirements.

But Beepo has recently decided to tackle this challenge head-on by partnering with Rockend to develop trained resources, otherwise known as ‘Rockend Property Assistants’.

10 ELITE PROPERTY MANAGER • NOVEMBER 2018

With a Rockend Property Assistant, you can outsource a whole range of simple yet time-consuming administrative support tasks, while it seems, skipping the usually frustrating and complex training process.

It’s a one of a kind solution that Mark Engelmann says will revolutionise the way people in the industry look at outsourcing; providing an instant assistant who is ‘ready to hit the ground running’.

“From chasing arrears, uploading listings to portals, or doing tenant

checks to preparing leases, scheduling inspections and much more, the list of tasks that can be carried out is almost endless,” says Engelmann.

“Now, when you outsource, you can engage someone who is fully trained to carry out the same tasks as you – as an accredited user of Rockend’s software”.

The idea to upskill employees in real estate software packages came about through years of experience in outsourcing to the real estate industry.

“Obviously, we are firm believers in the benefits of outsourcing, but if someone isn’t comprehensively trained and doesn’t know how to harness the power of the tools they’re given, including the software, they won’t achieve the results you need in your business.

“We know that training is a barrier and can be a significant drain on resources, especially for small agencies.

“Now we have a pool of trained assistants ready to go.”

COMBINING TECH AND BEST PRACTICE

The training programs for Rockend Property Assistants were developed in collaboration with Rockend. The materials cover the features and functionalities of both REST Professional and PropertyTree and are delivered over a five-week period. The program also includes how the property management industry works in Australia and New Zealand including the legislation underpinning the tasks, as well as how to complete those tasks in a bestpractice way.

“It is possible,” says Engelmann, “That Beepo staff may be more thoroughly trained on best practice and using every part of the software than some experienced property managers here in Australia.”

At the end of the training, each Rockend Property Assistant is measured on their knowledge, competency and speed.

“It’s only when they have successfully passed those tests that they are able to be matched with clients and start working on tasks,” says Engelmann.

NO DOWN-TIME

Software service provider Rockend is also excited about the possibilities the partnership will bring as both organisations share the same customer

AT THE END OF THE TRAINING, EACH ROCKEND PROPERTY ASSISTANT IS MEASURED ON THEIR KNOWLEDGE, COMPETENCY AND SPEED. service values.

“Beepo is a trusted provider of outsourcing services to the real estate industry and has a proven track record of connecting agencies with professional, qualified staff. Now, by teaming up with Rockend, their offering moves to the next level,” Fletcher Celand, Head of Operations – Customer Experience at Rockend, explains.

Celand says they teamed up with Beepo to develop Rockend Property Assistant after experiencing Beepo’s stellar service first hand.

“We originally started working with Beepo to support some of our internal processes relating to the migration of our customers from one piece of software to another,” Celand says.

“From there the relationship grew, and we started to look for other opportunities – and the idea for Rockend Property Assistant was hatched.

“So when you outsource to a Rockend Property Assistant, you get someone who is qualified, can hit the ground running, and you don’t need to worry about any downtime.”

SECURITY ASSURED

Underlining Beepo’s standing as a leader in outsourcing for the real estate industry is their commitment to security.

“Our facility in the Philippines has finance industry standard, triple-layered security,” Engelmann explains. “This level of security allows work of all kinds to be completed in the facility.

Access to clients’ cloud-based applications is also subject to the highest security measures with staff not being given passwords directly and access locked down to the Beepo building.

“Our employees log in with a single sign-in to ‘Beepo Secure’, which then allows them to access the client’s applications. Access is locked down to the IP address of the Beepo offices so that they can’t be accessed from outside computers,” says Engelmann.

COVERING ALL BASES

“The launch of Rockend Property Assistant reinforces our core proposition to help real estate agencies focus on high-value tasks,” says Engelmann.

“By having access to a pool of assistants, service levels need not be impacted by things like the usual holidays or sick leave. It also means that all knowledge about an agency is not held by a single person. If an assistant leaves or isn’t available, there’s another assistant who can provide an equal level of service.”  SAMANTHA McLEAN Developed by Rockend, in conjunction with Beepo, Rockend Property Assistant is a one-of-a-kind outsourcing solution for the real estate industry.

To find out more about Rockend Property Assistant and how to start experiencing the benefits of outsourcing, visit rpa.rockend.com.au or beepo.com.au/rpa.

Rockend Property Assistants are trained across nine fundamental areas of property management: 1 Property Listing 2 Tenancy Marketing 3 Tenant Application Processing 4 Pre-Occupancy 5 Arrears Management 6 Routine Inspection Management 7 Maintenance and Repair Management 8 Lease Renewal Management 9 Tenancy Exit Administration

In addition to being highly skilled in the use of Rockend products, the Rockend Property Assistants are also trained in integrated platforms such as HappyCo, Inspection Express, Inspection Manager, Property Inspection Manager and Rentfind Inspector.

elitepm.com.au 11

FIRST PERSON

FIONA BLAYNEY

Patience and practice Adjusting to any kind of change can be daunting for the best of us. Fiona Blayney looks back at a steep learning curve and advises: Just give it time.

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single woman doesn’t really need a 4WD, especially when she has nothing that needs carting around in the back of it; a laptop can surely fit in the front seat.

After caving to the advice of Dad when I returned from my backpacking adventures, I bought that sensible Green Corolla Hatch instead of the Jeep Wrangler I so desperately wanted. At age 30, however, I bit the bullet and bought the Black Rav4 Cruiser L, for which I had no purpose but an insane desire to own.

I loved that car: its leather interior, heated seats and phone carkit…. Did I say it was black and had a sunroof?

Driving it off the lot, I thought I’d made it and cherished every moment behind the wheel.

Of course, there have been several cars since then – and no, I’m not a European girl… I like my cars like my men. I’m a ‘top of the line mid-range kind of gal’ (snigger). But funnily enough the Rav hasn’t left the family and instead it made its way to its current home, the nature strip at Dad’s. Seems he found a nonuse use for it too.

The first day I got my new Mazda CX9, I pulled out of that dealership at a snail’s pace. It felt like I was driving a tank, it was so big; it had

more sounds and flashing lights than a jumbo jet. I was on edge for days as I navigated the streets of Sydney, and had a near miss with a pole in the shopping centre car park (OK, it wasn’t a near miss; it was a slight kiss of a pole that left a slither of a paint deposit – thank God it came off with that useful tool, my fingernail). I was seven months pregnant and crying that day, contemplating how I would ever navigate out of the car park let alone drive this car as our new mode of transportation.

I somehow managed to not only get out of the car park but make it home, and now 10 months later I’m zooming around the streets of Sydney.

The noises are now alerts, the reversing camera a must and the keyless entry ensures I never have to turn my handbag upside down in a frantic search again.

When I jumped into my old Rav4 last week, whilst it looks better than new, I couldn’t believe how different it felt.

Something that was once second nature was now old and clunky. Everything about it felt ‘harder’: the steering, the mirrors and even those butt-warming seats.

There’s been a period of major change in my life in recent times, and it continues; with the arrival

WHEN I JUMPED INTO MY OLD RAV4 LAST WEEK, WHILST IT LOOKS BETTER THAN NEW, I COULDN’T BELIEVE HOW DIFFERENT IT FELT. 12 ELITE PROPERTY MANAGER • NOVEMBER 2018

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Fiona Blayney is the founder and director of Real+ online. For more information visit realplus.com.au.

THERE ARE DAYS, WHEN, LIKE YOU, I'M OVERWHELMED

BY TOO MANY NEW THINGS AND BROUGHT TO TEARS. of our now six-month-old, I’ve gone from being a mum of two to a mother of three (wow, what a ride that is!), our business has expanded in the past 18 months, which has meant what was a team of six is now tribe of 16 – oh, and my eldest started school so I’ve joined the P&C (that’s an article for another day).

At times life feels just like it did when I drove that CX9 for the very first time. There are days when, like you, I’m overwhelmed by too many new things and brought to tears. I keep reminding myself that even if I bump into a pole in the car park, one day soon this ‘new life’ will have become my normal and I’ll be driving with ease.

All it takes is a little time, patience and practice. 

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FIRST PERSON

DEBBIE PALMER

Will you survive the future of property management?

From DOS-based trust programs, no internet or email, big chunky mobile phones and a long wait in a bank queue to deposit thousands of dollars in rental cash, to the fast-moving businesses we have today - the amount of change has been phenomenal.

Debbie Palmer looks at where property managers will sit in the new world order.

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he way we do things, the technology, software and apps we embrace, artificial intelligence advancements, legislation compliance and the way we communicate and operate a real estate/property management business have rapidly changed and will continue to do so.

Before we know it, there will be an Uber-like disruption, unless we stay current, connected to our clients and understand that property management is more than just technology.

From a property management perspective, I believe the most challenging issues we are facing right now are: 1 A lack of quality and experienced property management team members to recruit into agencies. This is a national epidemic, placing many agencies/business owners into vulnerable and reactive modes.

2 Disruption from outside businesses to the traditional property management agency structure, such as Airbnb and Cubbi – and there will be many

more to come and challenge what we do.

3 The rapid advancement of technology, apps, software and artificial intelligence.

4 A shift in property managers establishing their own independent agencies, where property management is their sole focus and service is a priority.

5 A change in how agencies are structured and operated; including the emergence of Virtual Assistants (VAs) being more widely accepted and utilised in the industry.

6 A lack of systems and processes within property management agencies or what I call ‘a blueprint for success’ – being a consistent ‘mapped way’ of undertaking each daily activity and how your business delivers exceptional service.

7 A lack of wellbeing, emotional intelligence and mindfulness being embraced by business owners to grow strong, long-lasting property management team members.

THE KEY TO SURVIVING OR STAYING COMPETITIVE IN A CHANGING MARKET IS TO IMPROVE OUR CONNECTIONS, RELATIONSHIPS AND COMMUNICATIONS WITH OUR CLIENTS (LANDLORDS) AND CUSTOMERS (TENANTS).

14 ELITE PROPERTY MANAGER • NOVEMBER 2018

8 An increase in compliance processes and legislation.

9 Old-school principals not engaging in or taking the property management business seriously.

10 Competition of property management agencies offering discounted fees.

MAKING CONNECTIONS I personally believe that the key to surviving or staying competitive in a changing market is to improve our connections, relationships and communications with our clients (landlords) and customers (tenants).

Property management is a people business. It is a longterm relationship of managing the landlord, tenant and property; not a quick once-off transaction.

Now, more than ever, property management businesses need to be increasing their service offerings to compete with the disruptions that are entering the marketplace.

How would you rate your service now? What client service strategies do you have in place to stand out over your competitors or to create longterm loyal clients?

Our focus cannot just be on the day-to-day processes.

Have you ever received a telephone call from an outside agent advising that they have just listed a property for sale that’s currently on your rent roll? If you have (and you have a sales department), then this is a red alert that you may need to improve your client service strategies.

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HOW DO YOUR COMMUNICATION OPTIONS COMPARE? Video marketing When we think of video marketing we often think of virtual tours or videos of properties. However, video recording/marketing is now being more widely used to communicate with clients and deliver important ‘personal’ messages. We can call it ‘video relationship connections’ (VRC). This is where a property management team member is talking and communicating with their clients via video recordings or real-time virtual apps such as Skype or the simple camera feature on your iPhone.

Open houses An open house has just taken place and all the prospective tenant details have been recorded in a live CRM system on your agency's iPad. Following the inspection, the modern-day property manager or leasing consultant sits in their car or at the property and records a video message to send to their client/landlord.

“Hi Mrs Smith, great to connect with you again. This is Debbie from PPM Realty. I just wanted to quickly give you a personal update on today’s inspection.

We had ten groups through the property and six tenants were really interested, asking for an application. This is really positive news! You can be assured that renting the property to the best

Debbie Palmer is a property management expert coach/trainer, a REIQ PM multiple award winner and the Managing Director of the PPM Group. For more information visit ppmgroup.com.au

CONDUCTING INSPECTIONS REMOTELY THROUGH TECHNOLOGY, WHERE THE TENANT CAN GUIDE PROPERTY MANAGERS AROUND THE HOME, WILL HAPPEN SOONER THAN WE THINK. possible tenant is our priority.

Hope you have an awesome weekend and I will give you a call early next week once the applications have been received and processed."

Click… and send the personal message to the client/ landlord.

Routine inspections I believe that conducting inspections remotely through technology, where the tenant can guide property managers around the home, will happen sooner than we think. This will alleviate many safety concerns for property managers. Smart homes are also being developed to create a total automation experience.

Property appliances can be linked to an app that can send message reminders of airconditioning units requiring to be serviced, electrical issues, and so on, as well as many more features.

Virtual tours According to research, website visitors spend approximately 400 per cent more time looking at video marketing of properties than property photos. Virtual tours have often been considered a high-end option for renting properties and more so for sales. However, it is becoming common for rental properties to feature online with virtual tours and floor plans. There are many apps on the market now and service providers that make putting together a property virtual tour simple, easy and affordable. It is a 24/7 advertisement of the property.

Landlord and tenant portals Property management departments have had access to trust account portal features for more than a decade.

However, many are not

utilising them to their optimum capabilities. Consumers want to be able to transact, communicate and view data and information online remotely at any time. If you are not utilising this feature, put it on your to-do list.

Telephone calls and client surveys It is more important than ever to start picking up the telephone (or sending video messages) to have real conversations with your clients.

When was the last time that you personally surveyed your landlords or tenants? Not to talk maintenance or rent arrears, but to really connect, build relationships and find out what you are doing right and what you could do a little better. Conducting client surveys effectively is also a great way to generate more business and income.

Once a client has experienced increased service offerings, it will become an expectation. Would you give your business to a bank where the only service option was to walk into the office, email or telephone?

The way to survive the future? Wow your clients so they remain with you and don't want to ever leave. 

elitepm.com.au 15

FIRST PERSON

HEIDI WALKINSHAW

Bells, dings and whistles As technology’s impact on our lives increases, our brains are forced to change the way they work. Heidi Walkinshaw looks at how our physiology has adapted to embrace tech, and its effect on the way we live.

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ur love of the bells, dings, whistles supplied by technology has created an addiction. As a result, we find that our brains are in the process of being rewired to cope with the demands that technology places on our everyday lives.

Recent studies have shown that our physiology has evolved, leading to altered memory, sleep patterns and even our attention spans. One of the more fascinating stats to come out of these studies is that humans, on average, now have an attention span at an impressive eight seconds, which is less than that of a goldfish.

In a space where the next step of our evolution is a VR chip inserted into our frontal lobe, it’s imperative to think about our people – and how this constant change and desire to be the next social media superstar is affecting their physical and mental health on a daily basis.

With market fluctuations and a global marketplace, pressures and expectations not just on ourselves but also from our consumers are far greater than ever before. We are in a world where patience

levels are waning and the wants of the consumer can be endless, such is the nature of the environment that the technological revolution has created.

In a space where the product is so volatile and ruled by the uncertainty of emotion, it is imperative that we equip our people with the right tools and resources to manage and, above all, cope with the nature that is this industry.

Over recent years, I have found an interesting dynamic that has shifted while working with teams and particularly in oneon-one sessions. In an average monthly session, it has become necessary when providing support to property management teams to have a safe space to purge the burdens that they have taken on throughout the space of their long month; to assist with relieving some of that pressure and allowing them to reset, renew and refocus to get through the days and months ahead, and to focus on both their personal and business goals.

One area that is often

THERE SHOULDN’T BE AN EXPECTATION TO BE ANSWERING EMAILS INTO THE WEE HOURS OF THE NIGHT OR EARLY HOURS OF THE MORNING. 16 ELITE PROPERTY MANAGER • NOVEMBER 2018

+

Heidi Walkinshaw has been immersed in property management for over 14 years, dealing in all aspects from leasing to property management, business development and team management. Now a coach with Real+, she is passionate about system implementation, procedures and team training. For more information visit realplus.com.au.

encouraged is that it is okay to switch off those phones.

There isn’t, or shouldn’t be, an expectation to be answering emails into the wee hours of the night or early hours of the morning.

Consider the expectations and potential long-term demands that you are setting up by ingraining these habits early in the customer relationship. We can all be guilty of this at times, but it is important for your long-term mental and physical health to have time to switch off the devices and wind down your brain to allow it to repair.

The team at Thrive Global talk about the benefits of locking the phone away, or at the very least putting it down and finding other things, be it meditation, reading, relaxing or even exercise, to release the good endorphins that we need to feed and keep those neurons in our brains at their happiest.

Technology can be a beautiful thing when harnessed effectively to free up space in our lives to reconnect on a real human level. 

FIRST PERSON

NHI CHANG

Technology won't replace you

technology has consistently created more jobs than it has taken away.

If we look closely at the tasks technology has taken We need to prepare ourselves for the from us, they’re not workplace of the future. But knowing what away ones we want back. They’re that change looks like, and how to prepare things like trust accounting by hand on paper, manual for it – that’s not so straightforward, says entry into spreadsheets and trying to keeping track of Console's Nhi Chang. how many times a tenant paid their rent late. ecause we cannot see into the future, predictions tend to Moreover, tech that be vague. Economists predict you’ll need to be agile and automates tasks usually does adaptable, and that you’ll have to ‘deal with information’. a more accurate job of it, These are conceptual ideas. They don’t tell us what will and keeps better track of happen to our spreadsheets. They don’t indicate if we’ll where you’re up to. And with still need a virtual assistant in two years. property managers holding The tech providers making these big futures possible tend to onto unwieldy portfolios, get a bit excited talking about it. They use heavy words that end using this firepower could in ‘-tion’: integration, automation, evolution. What they’re building actually transform their role. might change your life, but words like those still signal change in Task automation opens the only the vaguest forms. So how can we prepare ourselves and doors to a true management our businesses for change in practical terms? function. It can become a role that focuses on relationships, Meteorologists don’t growth and strategy. predict the stock market.

They predict the weather, and usually only a little in advance. To predict what the future for property managers looks like, keep your focus where it counts and your outlook short: the next 12 to 24 months is the sweet spot.

Go beyond that period and it’ll still be too hypothetical to really act on.

B

BEING AN EARLY ADOPTER GIVES YOU THE CHANCE TO OUTFOX THE COMPETITION, SO IT’S IN YOUR INTEREST TO SEEK IT OUT.

+

Nhi Chang is a Product Owner at Console. For more information, visit console.com.au.

Less means more

Less manual work in the modern world has never resulted in us twiddling our thumbs, looking for more work. It’s given us back time to work on the things that matter. And if the last 140 years of data are anything to go by, that means more focus on people doing that which technology cannot and should not do: build relationships. Make decisions.

Experiment. Create. Think.

Above all, preparing for the workplace of the future means being part of it as soon as possible. It may not be a tidal wave just yet, but listen out for it. As Tina Sharkey, CEO of Brandless, says, “Change starts not as a tsunami, but as a whisper.” 

To boldly go

Being an early adopter of technology gives you the chance to outfox the competition, so it’s in your interest to seek it out. In particular, it’s time to let go of the fear of tech that offers to take manual tasks off your desk. Why? Because

elitepm.com.au 17

REALTY BYTES Alister Maple-Brown is the CEO of Rockend.

For more information visit rockend.com.au.

BATMAN AND ROBIN

On its own, technology can't do everything for you. But it can give you super-powers if you think of it as being like Robin to your Batman.

Alister Maple-Brown looks at how you can use technology to get more out of each day.

W

hile it can’t magically give you more time, the right technology can help you do more and provide your customers with a valuable and personalised experience.

But there’s no point simply using technology for technology’s sake. The value of implementing the right technology lies in its ability to save everyone time, over and over again.

Here are three ways technology can help you get more out of each day:

1

AUTOMATING PERSONALISED COMMUNICATIONS

No one wants to feel like they’re just another faceless person in a crowd – and that includes your customers. Gone are the days when a letter or email addressed to 'Dear Sir' or 'Dear Madam' will cut it.

We expect to see our name (spelt correctly!) along with a personalised message.

While providing a personal touch may seem timeconsuming, it doesn’t have to be. Thanks to the amount of data that is generated every day by digital processes and social media, you can develop insights into individual customer interests and needs – and, using this data, you

YOU SHOULD BE ABLE TO PICK UP YOUR MOBILE DEVICE AND HAVE EVERYTHING AT YOUR FINGERTIPS. NO DOWNTIME. NO TIME WASTED. can generate a personalised communication experience in a bulk, automated way.

2

CONTROLLING THE ONLINE EXPERIENCE

We’ve been conditioned by the online tools we use to expect this control in our everyday lives. Consider social media. When we set up our profiles, we select our preferences – the types of posts you want to see, the kind of alerts you want to receive and who you want to connect with. It’s all about ‘you’. It should be no different when it

18 ELITE PROPERTY MANAGER • NOVEMBER 2018

comes to business.

The right technology can ensure your customers have access to the information they’re after whenever they need it. From online knowledge bases and training videos to self-serve preferences and user portals, the options are endless. And every time a client uses one of these services, it saves you time because they’re not dialling your number or filling your inbox.

3

MAXIMISING EVERY MINUTE

These days we’re always

‘on’. Out of the office, out of business hours, we all need the right technology solutions at our fingertips to get the job done. We need on-the-spot access to the information and data you need, no matter where we are. You can’t afford to be chained to a desk. That’s why it’s essential for your business to implement cloudbased technology tools.

If you’re out and about and a customer asks a question, you can’t wait until you’re back in the office to provide the answer. You should be able to pick up your mobile device and have everything at your fingertips. No downtime. No time wasted.

Think of technology as the Robin to your Batman.

It’s important, but on its own it can’t do everything. Why? Because real estate is a people business.

Real estate has been and always will be about relationships. Property managers are dealing with what is often their customers' biggest investments. While technology can help facilitate a transaction, it will never be able to completely replace people.

So by letting technology do what technology does best – which is a lot of the more routine and mundane tasks – you can get back to building stronger relationships with your clients. 

No need to take the risk with the right insurance

Take the risk out of doing business Working with a partner who truly understands your industry can go a long way towards sleeping easy at night.

For more than 25 years EBM has worked with the real estate industry as your insurance and risk management partner, understanding your risk and your business priorities. We work with you in a personal, disciplined and collaborative manner.

1800 800 544 1800 800 544 | F: 1300 365 822 | ebm@ebm.com.au | www.ebm.com.au New South Wales | Victoria | Queensland | Western Australia | South Australia Coverholder at Lloyd’s | Global Broker Network | Asia Australasia Alliance | National Insurance Brokers Association 19 | Est 1975 Elkington Bishop Molineaux Insurance Brokers Pty Ltd | AFSLN 246986 | ABN 31 009 179 640elitepm.com.au

EBREA4013-170915

• Professional Indemnity • OfficeCover • Residential and Commercial Landlord • Cyber • All Liability risks (Public, Management, Statutory, Employment Practices)

BUSINESS DEVELOPMENT MASTERY Tara Bradbury is the Director of the BDM Academy, sharing her business development ideas and strategies with property management BDMs and principals. For more information visit bdmacademy.com.au.

BUILD YOUR BDM PROFILE THROUGH VIDEO

The world of Facebook Live, YouTube and IGTV are moving at a rapid pace. If you are undecided about what to do on any of these platforms, now is the time.

Tara Bradbury explains how to get started with video.

E

very day I have BDMs telling me that they want to do more videos to promote themselves and educate their clients, but have no idea what to say or where to even start.

My first piece of advice is to just start. It won’t be perfect in the beginning and, to be honest, would you really want it to be? Your clients and customers want to see the real you! If you are too structured and regimented, you will find yourself losing followers fast. You need to share content which will provide value, education and give them confidence to make an informed decision.

Location, location, location Location is everything. Think about what is visually in the background, but also any noise intrusions that may impact the quality of the content for the viewer. Never be afraid to switch up the location. If you are using a green screen, consider different backgrounds that are relevant to the content you are covering.

What are you wearing?

Dress to impress, and add in

YOUR CLIENTS AND CUSTOMERS WANT TO SEE THE REAL YOU. IF YOU ARE TOO REGIMENTED, YOU WILL FIND YOURSELF LOSING FOLLOWERS FAST. logos or agency branding along with contact details during the editing stages to make sure your viewers can easily find you. Take the time to review other video content from agents in your area and beyond to get ideas. This will help ensure the content you are recording is unique and not the same message as your competition.

Opening and closing How you start and finish the video is vital. From my experience with Toastmasters,

20 ELITE PROPERTY MANAGER • NOVEMBER 2018

before you get in front of the camera all you need to know is your opening, body and closing points. You need to get to those points quickly to keep your viewer’s attention and leave them wanting to know more.

Don't over-complicate Try not to over-complicate the content, and avoid acronyms to save confusion. Remember, all we can do in the world of property management is provide advice and guidance for our clients. Therefore, it

EXAMPLE VIDEO TOPICS

l Talk about how many

properties were leased in the area, and how many of those were leased by your office l How to prepare your property for rent, and what is required before your first tenant inspection l What should you do if a tenant has fallen behind in the rent l Tips to find your first investment property, or how to increase your current portfolio l I'm a property manager, and I've hired a professional to manage my investment property, and here is why.

is so important to share your message through video and educate the same way you would at your next listing appointment.

Ask for help If you want a stronger digital profile and are struggling with the idea of getting started, don’t go straight to live or you will keep holding off. Ask someone in your team to help, maybe to be the one who holds the camera or even interviews you.

If you can master the world of video, I can guarantee it will increase your brand awareness and you will be recognised as the investment property specialist. 

PROPERTY MANAGEMENT MENTOR Natalie Hastings is the Managing Director of hastings + co. For more information, visit hastingsandco.com.au.

HOW HEALTHY IS YOUR PM DEPARTMENT?

A property management team not performing at its peak might be in need of a trip to the Emergency Department.

Natalie Hastings looks at the symptoms of infection to watch out for and how to treat them.

C

ough, cough.

Splutter and sneeze.

It’s not only your property managers who need to up their dose of Vitamin C and ensure they get their flu jab this season.

Unbeknownst to you, your property management department may be in less than tip-top shape.

A sickly rent roll may be underperforming for many reasons, potentially losing you money each month, causing you to bleed clients and even putting your business in a toxic position of non-compliance.

My business regularly performs Business Health Checks on property management departments Australia-wide. We take the temperature of real estate businesses to see if their systems and processes can be improved to help estate agencies thrive, whilst keeping their promises to all key stakeholders. If you think your business is a little under the weather instead of fighting

PRINCIPALS REGULARLY THINK THEY HAVE MORE PROPERTIES UNDER MANAGEMENT THAN THEY ACTUALLY DO. fit, here are four key indicators that your rent roll and property management department are dealing with a serious case of the flu.

Sickly Symptom 1 You’re letting hundreds or thousands of dollars per month slip through your fingers because you’re neglecting to collect internal fees efficiently. This rather expensive symptom is the result of poor systems and irregular use of your property management database. Fees you should automatically

be charging include letting fees, VCAT appearances and preparation, advertising, NTD checks and postage. These small amounts should never be overlooked – they add up to important income for your real estate agency. If your team do not know how to use your CRM, take steps to remedy the situation – training is needed, stat!

Sickly Symptom 2 Rent roll amnesia. Principals regularly think they have more properties under management

than they actually do. This distressing (and sometimes embarrassing) symptom is caused by property managers failing to archive lost properties within their CRM. You’d be surprised how often this occurs – it’s only really noted when a principal is gearing up to sell their rent roll. This nasty case of rent roll amnesia can be avoided with the clever use of your database. Export out your portfolio report into Excel, filter by income and check ledgers for transactions to ensure you really are still responsible for all the properties you assume are under management.

Sickly Symptom 3 The bad bout of misunderstood management authorities! This rampant virus affects both residential and commercial portfolios nationwide, leaving agencies all the poorer for it.

Most authorities will say that your agency is entitled to collect management fees on all monies collected – yet many businesses will only collect fees on rent. Don’t shortchange your business – take steps to charge on all invoices and outgoings, too!

Sickly Symptom 4 Routine inspection confusion. Make sure that your team prioritise database hygiene and close off routine inspections once they’re complete. A day in property management is busy enough without superfluous completed tasks taking up your focus. Make sure that all inspection dates are diarised so that missing a routine simply isn’t an option.

Have one or two of these symptoms appeared in your property management department? Whilst they may sound dire at first, with a little care and the right support your rent roll and team will soon be heartily listing and leasing for your best spring yet! 

elitepm.com.au 21

GAME CHANGER Jo-Anne Oliveri, CIPS, TRC, is the Founder and Managing Director of PM business solutions company ireviloution intelligence.

For more information visit ireviloution.com.

PREPARE FOR TRANSITION 1

The need to oversee all aspects of the business is what holds a lot of managers back on the road to leadership. Jo-Anne Oliveri examines the strategies you can put in place to better position yourself for a transition from manager to leader.

M

any property management business owners want to transition from managing operational tasks to managing their overall business, but don’t know how. They are worried that if they no longer deal directly with clients, the same level of service and results will not be maintained.

If this sounds like you, here’s how you can successfully transition to a leadership role in your business whilst still maintaining your service standards and results.

Systems to replicate you To successfully make the transition, you need to implement systems which replicate you. This ensures that, even if you are no longer your clients’ point of contact, they still feel like they’re receiving the same level of service and results. You must implement a system for everything: tasks, communication, maintenance, arrears and so on. That way, no matter which team member your clients deal with, you and your brand promises will be maintained.

2

Consistent communication Communication with your clients must remain consistent; it must sound like you, even if it is now team members communicating with them. To do this, you must teach your team how to communicate with your clients so that it continues to align with you and your brand. Provide templates, teach standard written and verbal formats, and show them how to inject your brand’s personality into everything.

This is how you can ensure that communication with your clients remains consistent and on brand.

YOU MUST TEACH YOUR TEAM HOW TO COMMUNICATE WITH YOUR CLIENTS SO IT ALIGNS WITH YOU AND YOUR BRAND.

22 ELITE PROPERTY MANAGER • NOVEMBER 2018

TO SUCCESSFULLY MAKE THE TRANSITION, YOU NEED TO IMPLEMENT SYSTEMS WHICH REPLICATE YOU.

3

Acknowledge and resolve issues Transitioning from dealing with clients directly to having team members deal with them means that issues may sometimes occur. To manage this proactively, you should implement a policy to ban blame and instead ‘acknowledge and resolve’ issues instead. This means that you, as the business owner, accept responsibility for clients’ issues and resolve them, without placing blame. That’s because, whilst clients may be

responsible, taking ownership and resolving issues keeps you in control of your business. It also shows your clients that you are continuing to uphold your service standards.

4

Manage accountability Whilst it’s important that you trust your team, it’s equally important that you verify they are continuing to deliver brand promises. To do this, ensure that every task has its own objectives, outcome, priority and timeline. This allows you to easily measure, monitor

and manage accountability in your business.

Step up as the leader and conduct operational audits so you know whether your team are meeting KPIs and delivering consistent results.

Keep informed about your business so you can advise your team what is happening, rather than them telling you.

This is how you and your team can be kept accountable, and brand promises continue to be delivered.

5

Scalability, serviceability and sustainability Business growth is great and, in fact, necessary for success. But never be in a hurry to grow your number of doors managed, revenue or profit margins. To successfully transition from managing

operational tasks to managing your overall business, you need to plan for growth, not just let it happen. This means managing the three critical building blocks of growth: scalability, serviceability and sustainability. Doing this allows you to pre-emptively give your business what it needs to grow, including predictive recruiting, infrastructure and training. This is how growth can be scaled, service standards maintained and profits sustained.

Successfully transitioning to a leadership role in your business requires you to implement a strategy which ensures that, no matter how much your business grows or how many team members represent your brand, your service standards and results are always maintained. 

COVER STORY

PM TRANSFORM WINNER TAMEKA SMITH, Key2 Property

G N I N T

LE A

O

FLY R

PM TRANSFORM 2018 brought together more than 100 property

management practitioners and professionals from around Australia who were looking to improve their skills and learn from the best in the business. In a challenging 30 days, participants won points for completing challenges, with the top 10 on the leaderboard each receiving a pass to ARPM 2018.

We asked the 10 top scorers for their Transform takeaways, including what’s next for them with their new-found PM talents.

24 ELITE PROPERTY MANAGER • NOVEMBER 2018

T

aking out the number one spot in PM Transform 2018 wasn’t the goal for Tameka Smith when she decided to enrol. The director of Key2 Property in Launceston didn’t even realise the program had a competitive aspect, just entering because of her love of training.

But her dedication to betterment in both herself and the industry saw her top the leaderboard.

“I've been in the industry now for fourteen years, always in property management. I started out as a receptionist, moved into property management, became a property manager and then a department manager. Then I started my own property management business.”

One thing that’s quickly apparent about Tameka is her dedication. From her passion for training and raising the standards in the industry to how important staff retention is in her business, Tameka is always striving to do more and be better.

Opening the doors at Key2 Property two years ago, Tameka and her team have grown the business organically from zero rentals to 300, with 60 per cent of the business coming from repeat and referral clients. In the first six months the business doubled their targets, and in 12 months they had tripled them. Surprisingly, with such an impressive track record, Tameka also finds time to serve on the board for the REIT and works for the body as a trainer.

“YOU STILL NEED TO PICK UP THE PHONE AND TALK TO PEOPLE; IT'S STILL A PERSONAL RELATIONSHIP. The clients are obviously number one at Key2 Property, which goes a long way to explaining why Tameka choose to pursue her career in property management.

“I like the reward of it and that you have clients for life. I have a client with me that was my very first sign-up four years ago. I have lifelong friends that are also my clients and I like that it's a relationship-building industry.

“It's super-rewarding – you help people on their investment journey, help finance their properties and fill their superannuation fund, or whatever it may be. Or you're working with a tenant to find a mortgage broker and buy their first investment property. I like the human side of it.”

Over her 14 years in property management, Tameka has seen a lot of changes. She highlights particularly the introduction of tech and how it’s systemised the industry. But she firmly believes that real estate still needs a human touch, which is what makes boutique management businesses like Key2 Property so important.

“I think the principles of property management still remain very much the same. You still need to pick up the phone and talk to people; it's still a personal relationship. You talk to people, you know what's going on in their lives, whether

they're having kids and getting married or divorced, or whatever it may be. The biggest change has been the tech, which gives us the ability to do a bit more and offer more to our clients and customers.”

When Tameka set up her business with her partners Ananda Cairns and Kate Woods, one of the most important features was that they were selective about their listings. In the last financial year, Key2 Property has turned away 33 managements that didn’t fit the criteria of their business.

“That's a huge amount of revenue that we turned away from our business, but it was also a huge amount of headache. We only work in select suburbs in our area and find select landlords that are happy to do the maintenance and generally care for their tenants and their properties, and want their investments to grow.”

In Tasmania, the usual timeline for burnout in property management is just eight months. Tameka and her team hope that through implementing better strategies and stricter processes in their business they can improve that. One example is Tameka’s assistant, Zoe Allen, who has been in the business from day one and is on the same path Tameka followed 14 years earlier.

PM Transform came at a perfect time for Tameka. It was two years after starting the business, which was comfortably off the ground, and she was ready for a review.

“I'm addicted to learning, love it, love learning, love teaching, so an opportunity for me to learn I'll take every time. I jumped into it, not realising it was a competition you

elitepm.com.au 25

COVER STORY

could win; I just thought it was a 30-day intensive training program and I was all for it. So I signed up and got stuck right into it.”

Tameka opted into the extra training with Heidi Walkinshaw of Real+, who was the one who eventually told her about the leaderboard.

“For me it was about the learning and the growth, and the winning was just an added bonus. It was definitely about the content they offered, and it's one of the best training programs I've ever done.

“I probably got more out of it personally than professionally. It was really good timing; I've been doing this for two years now and hit some massive milestones, but to do that I've had to almost forget about the family and my life. So it was a really good time for me to readjust my commitment to everything, to readjust where the hours in my day are going and work more on the business than in it. And

also not forget that I've got a family.”

Tameka’s kids and her husband are a big part of what drives her to succeed. Her next goal straight after Transform was to take a break with them and go on a family vacation. But when she returned to the office it was straight back to work.

“Now that I've done Transform, the goal is to have an overhaul and see what we do need and what we don't need. I've got a number in mind of where I want to grow the business, but I need to work out the why. Why do we want to do that and how are we going to go about it?

“It's setting the path and direction for the next five years now, really. We've got the business up and running; when you're starting you do whatever's necessary to get it to this point, and now it's fine-tuning it and setting the future for where the business is going.”  HANNAH BLACKISTON

I'VE GOT A NUMBER IN MIND OF WHERE I WANT TO GROW THE BUSINESS, BUT I NEED TO WORK OUT THE WHY.

VISIT ELITE AG ENT.CO M/ TR ANSFO RM FO R VI D EOS AN D TI PS, WITH THAN KS TO

26 ELITE PROPERTY MANAGER • NOVEMBER 2018

OUR TRANSFORM 2018 TOP TEN RUNNER UP

CASEY HEALEY

Director/BDM/Licensed Real Estate Agent, CENTURY 21 Novocastrian (Newcastle)

What is the market like in your area?

The market in Newcastle and the surrounding areas is still strong; the prices have stabilised over the cooler months, with an increase on the number of properties available for lease.

What is one thing you've quit doing since Transform?

Wasting time! I now take time of a morning to plan my day ahead.

What's your biggest takeaway from the program?

Technology isn’t everything: customer service is. Don’t get me wrong – you need the tech, but you also need to build the relationship with the client first. Email is for confirmation, not communication.

How did you fit everything in during the challenge?

During Transform, it was a busy period for our office. One PM was on maternity leave, we employed a new leasing officer and we changed the structure of our department. To complete Transform, I allocated time every morning and joined the 5am club!

What is your next goal?

My next goal is to implement my takeaways, inspire my team and be the best leader possible. I would definitely complete Transform again. I have already been talking with my team and we are all going to join next year.

3 LISA LARSEN

Managing Director, Benchmark PM

What is the market like in your area?

In the past few years Perth has gone from boom to depressed, but the rental market has started to stabilise in 2018.

What is one thing you've quit doing since Transform?

Plodding along. I'm more focused on goals and how to get there, rather than letting my days come and go.

What's your biggest takeaway from the program?

I had many spin-off ideas from the discussions and topics. Just how quickly the tech is evolving which we will use as tools for delivering our premium service was a big takeaway. I no longer fear it – I’m excited about it.

How did you fit everything in during the challenge?

Balance is how to best fit in what you want to do. I'm a mum of two high-energy boys... I don't so much multitask as do what needs to be done in priority order, constantly.

What is your next goal?

My next goal is to execute all my ideas and takeaways. Specifically, improve efficiency in our office. I will definitely do Transform again! I can't wait!

4

LARISSA WOOD

Department Manager, Creer Property

What is the market like in your area?

Over the past few months in the Newcastle market we have seen the price of properties steady and a larger number of properties being available for lease.

What is one thing you've quit doing since Transform?

Being available 24/7! I have learnt to switch off when required and spend my home time with my family.

What's your biggest takeaway from the program?

My biggest takeaway would be all the amazing and inspiring colleagues within our industry that we can learn so much from! Some great friendships have been made.

How did you fit everything in during the challenge?

We have grown our portfolio by a net growth of 110 properties over the past 2.5 months – all within the Transform program. This meant my days were extremely busy, but it was crucial to me that I made the time to complete the program.

What is your next goal?

My next goal is to grow my team, inspire them to be the best they can be and to continue to learn and grow their careers.

I would most definitely complete the program again and recommend it to anyone in property management.

elitepm.com.au 27

7

COVER STORY

5 COLETTE MURRAY

Portfolio Manager, @home property management

What is the market like in your area?

The Launceston rental market is currently experiencing very low vacancy. Our office has maintained a vacancy rate of under two per cent for the past 12 months.

What is one thing you've quit doing since Transform?

I’m more aware of the inefficiency of multitasking, which means I can stop myself, reset and complete one task at a time. I follow my calendar more proactively which keeps me accountable and productive, allowing me more time throughout the day to focus on the ‘extras’ that make a difference.

What's your biggest takeaway from the program?

The time management session was the lightbulb moment for me and the goal I set for myself initially. I’ve identified behaviours and have become more aware of my own time and others around me.

I’ve learnt to say no, effectively delegate administrative tasks and use that time to service my clients more efficiently.

How did you fit everything in during the challenge?

I found it overwhelming to start, but I managed to organise my schedule to fit it all in. I blocked out ‘non-negotiable time’ and invested some time on the weekend to finish my challenges.

What is your next goal?

My next goal is to strengthen the relationships I have with clients and continue to build my portfolio. I would also like to invest in myself by completing my Diploma in Property next year.

6 CLAY BURTON

BDM, Wiseberry Heritage Group

What is the market like in your area?

We cover a large area and have a good mix of houses, units, developments, waterfronts and acreages. So far our current market is still thriving with investors and prospective tenants alike.

What is one thing you've quit doing since Transform?

I’ve quit flying by the seat of my pants by adding some structure into my daily routines.

What's your biggest takeaway from the program?

To be honest, there have been quite a few lightbulb moments. The highlight for me was really getting down and knowing your numbers and social media.

How did you fit everything in during the challenge?

It was a busy time of year with work fulltime, a rollover the previous month to an updated software program, changing trust accounts, and home life with the family and purchasing a block of land. After starting Transform you quickly realise you need to be organised for the daily challenges and then set aside time on the weekends to catch up on everything for that week.

What is your next goal?

My next goal is all about social media. I’d definitely do Transform again and highly recommend it to anyone in property management.

28 ELITE PROPERTY MANAGER • NOVEMBER 2018

KYLIE KING

PM Supervisor, Harcourts Greater Port Macquarie

What is the market like in your area?

Over the last eight to 10 months the demand from tenants across the locations we service has softened and the rent prices achieved have slightly reduced.

What's your biggest takeaway from the program?

What I took most from the program is a belief in myself and reinforcement of my why – I feel I have more clarity and am working towards achieving more of my potential. Another takeaway is that I now don’t wait until I can do something perfectly, but simply start doing something towards improvement each day.

How did you fit everything in during the challenge?

During the challenge we had just settled on the purchase of another real estate office.

This would normally have been my biggest focus, but I saw the commitment to the Transform program as a higher priority – to get myself in order first before onboarding the new office. I found that during the 30 days I blocked myself out from always being available to the other team members and anything that wasn’t highly important. I found that this enabled me to use my time better, be more productive and be clear about where I needed to focus my efforts.

Would you participate again?

I will definitely participate in Transform again – and take all my team members along for the ride as well.

8 MEGAN STUART

Director/Specialist Property Manager, Mint Property Management

What is the market like in your area?

We work across metropolitan Melbourne so are seeing different trends in different suburbs and postcodes. But, overall, properties that are well positioned, well presented and priced to meet the market are always in demand.

What is one thing you've quit doing since Transform?

This is a biggie! I quit going for perfect. I reassessed what it means to get the job done and where I need to really focus on polish and finesse.

What's your biggest takeaway from the program?

So many moments! All about balance and delivered through a number of sessions and presenters. I have, for many years, subscribed to the mantra of work/life balance; now I no longer strive to achieve balance. I throw myself at something wholeheartedly and forgo balance to achieve my goals. I now use my energy, knowledge and experience at different rates to suit the scenario. This has been so positive and liberating, and has erased a vague sense of guilt. I enjoyed having a buddy for the program duration too – it upped the accountability and increased the support.

How did you fit everything in during the challenge?

Life is busy for all of us, so it was really important to block out time in my diary during the week. I also blocked time on Sunday for review and anything I may have missed. Communicating this at home was key. I’m pretty sure I didn’t cook for the whole 30 days – which I also see as an achievement!

What is your next goal?

Implementation! I’ve planned out a gradual introduction of many ideas I took away. Not everything can be implemented overnight, so I’ve spent time on prioritisation and research. Making incremental changes is underway.

9

10 MELISSA CRINGLE

Maintenance Coordinator, Independent Property Management

SHAYE WALLIS

PM, Wiseberry Heritage Group

What is the market like in your area?

The market on the northern end of the Central Coast has come back with a vengeance. We are experiencing strong enquiry and breaking records for application approvals. In some instances, with mindful matchmaking, properties are being leased even before photos.

What is one thing you've quit doing since Transform?

Making excuses. If you want something, go get it. The only boundaries we have are those we put up ourselves.

What's your biggest takeaway from the program?

The program reignited my passion for the industry and property management.

I’m extremely excited for the next twelve months and to watch our team grow.

How did you fit everything in during the challenge?

I completed my Certificate IV in order to apply for my licence during the challenge.

Probably not the best timing, but I did discover how much I can cram into a day when I really want to.

What is your next goal?

There was so much to take away from the program, I’m looking forward to sifting through the gold – injecting it into my day to day, raising the bar and inspiring our team to strive to be the best they can be.

What is the market like in your area?

Canberra has a strong rental market, particularly around the town centres, with tenants preferring newer properties and convenience of location. In June 2018 the median weekly rent for a unit in Canberra was at an all-time high of $450 per week.

What is one thing you've quit doing since Transform?

I have quit trying to be like everyone else – ‘We can only control that which we can control’.

What's your biggest takeaway from the program?

Thanks to Fiona, I realise that while we can strive for greatness we do not need to be perfect. The best leaders are not perfect and they do not try to hide this. Be yourself, and use emotional intelligence to embrace your strengths and continue to improve.

How did you fit everything in during the challenge?

During Transform I was on leave for the first two weeks and then returned to work for a week of transition into a new role within our department. To balance this, I had to be disciplined in booking out hour blocks to complete the daily challenges. Some days I needed to add extra time while ensuring I maintained work/life integration.

What is your next goal?

To apply digital innovation to continue to refine processes and systems. I would 100 per cent participate again and have set myself a goal to finish in the top five.

PM Transform will return in 2019. The next round of Transform will focus on digital marketing and social media and commence on 15 November, 2018.

To register visit eliteagenttransform.com.

elitepm.com.au 29

GROWTH

WHAT ARE YOUR

5

TIPS TO WIN MORE BUSINESS & SECURE THE BEST TENANT

75 THINGS?

WHEN YOU HAVE UBER,

Airbnb and Amazon delivering exceptional consumer experiences in other industries, consumers expect the same in real estate. Kurtis Pirotta looks at how you can differentiate your service in the eyes of the client.

P

roperty management has and always will be about serving people. We can get so caught up in a world of legislation and compliance that we forget many of our landlords aren’t always aware of what we do and why we do it.

Property managers have an opportunity to exceed expectations and deliver an exceptional consumer experience by

having a point of difference.

However, when I speak with property management businesses all over Australia, I'm often told that their point of difference is one of three things: 1 Service 2 Communication 3 Knowledge These three points of difference have been the same for the last ten years and consumers hear this when they do their research. When you can’t distinguish yourself from your competition, you fall into the sea of sameness – which is what happens a lot in our industry.

For a USP (Unique Selling Proposition) to be unique, it must be unlike anything else. However, in today’s real estate landscape, everyone is doing or saying the same thing. Three out of five landlords are more interested in the individual agent they would be dealing with than the agency.

I believe the biggest opportunity for our property management superstars is to create a list of 75 things. These are the things you currently do and will commit

30 ELITE PROPERTY MANAGER • NOVEMBER 2018

1

Be consistent in your online marketing. New properties with professional photos look great, but if your existing properties have old photos that were taken on an iPhone this could reflect poorly on your brand. Ninety-five per cent of prospective tenants will use photos to shortlist whether they attend an open for inspection1.

Use descriptive words in your listings to illustrate the benefits of the property, not just the features. Ninety-two per cent of tenants will use the description to shortlist which OFIs they attend2.

Include floor plans. Adding measurements to the floor plan will help prospective tenants know if their furniture will fit. Fifty-two per cent of tenants said listings would be improved if there was a floor plan3.

Landlords will pay to get a better rental return. Eightyfour per cent of landlords are willing to spend money on decorating or renovating their investment property - so speak to your landlord if improvements need to be made before advertising3.

Create a list of 75 things you do differently in your business. This is your unique selling proposition.

2 3

4 5

1. Source: Residential Consumer Omnibus, March 2018 2. Source: Residential Consumer Omnibus, July 2017 3. Source: Residential Consumer Omnibus, Sept 2016

to doing for your clients. For example, you might say to a new landlord that you will do these 75 things within the next 48 hours to ensure you are doing everything you can to secure the best tenant for their property, in the fastest possible time and for the highest rent. They should be things you already do in your business as a minimum standard.

You might think that 75 things is a lot, and you are right. We need to start thinking about the value we provide to landlords on a daily basis and the things we forget to tell them about.

When we create a list of service promises we have a compelling story to tell our landlords. It reminds them that we are worth our management fee, marketing investment and so much more. 

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ADDING COMPLEMENTARY SERVICES TO YOUR EXISTING BUSINESS,

known as ‘adjacencies’, is the real estate growth strategy du jour. Entering into an adjacency with an insurer can offer clients a value-add and the agent a valuable income stream, so it’s important to choose the right partner.

Sharon Fox-Slater of EBM's RentCover explains.

32 ELITE PROPERTY MANAGER • NOVEMBER 2018

U

pselling, value-adding and alternative income streams are all part and parcel of modern-day business.

The business growth strategy du jour is ‘adjacencies’.

Adjacency is a strategy where a company looks outside its boundaries for new sources of income, moving into related areas that use and reinforce its core business. In real estate, the most common partnerships are with related services such as mortgage broking, conveyancing, surveying and insurance. Other value-adds could include arranging utility connections for clients, or removals and storage.

ADJACENCY IN ACTION

Domain is a good example. Traditionally, the company’s core income is derived from advertising revenue from residential sales listings. Later it introduced content marketing as an adjacency to cover the cost of investing in journalism. Then last year the company entered into a joint venture with Lendi to offer a mortgage-broking service.

At the time, Domain’s CEO said the broking business was the most lucrative of the “adjacency businesses” to online real estate listings and that earnings from services could eclipse earnings from listings.

UK realtor Countrywide’s adjacencies strategy was to achieve 50 pence in adjacent service revenue for every pound in property sales. Mortgage broking, general insurance and life insurance commissions, as well as conveyancing and surveying fees, complemented its revenue from property sales and enabled the business to weather the post-GFC property market decline. Today, property sales account for only 20 per cent of Countrywide’s profits.

PARTNERING WITH INSURERS

Entering into an adjacency can provide advantages for both agents and their clients – offering clients a value-added service and the agent an income stream.

Partnering with an insurer to offer landlord and tenant contents covers is an option many real estate business owners are exploring. And it can be a great strategy, so long as the right insurance partner is chosen.

Insurance is a heavily regulated industry, subject to strict legislative requirements and accountability.

Insurers have many obligations under Commonwealth, state and territory laws

BY CHOOSING TO PARTNER WITH A TRUSTED INSURER, THE AGENCY WILL BE ABLE TO REAP THE REWARDS. that deal with the financial integrity and conduct of the general insurance industry, and under the industry General Insurance Code of Practice.

The general insurance industry is governed by a number of laws, most importantly the Insurance Act 1973, the Insurance Contracts Act 1984 and the Corporations Act 2001. It is regulated by the Australian Prudential Regulation Authority (APRA, which sets prudential standards) and the Australian Securities and Investments Commission (ASIC, which is responsible for licensing financial services providers and regulating consumer protection in the financial services industry). In addition, insurance companies must abide by various other laws and regulations, such as privacy laws to protect the confidentiality of information they gather.

In light of this environment of regulation, it is imperative that any real estate business owner looking to enter into an adjacency with an insurer does their due diligence and chooses the right partner – one that has the right structure to support the agency and protect agents when dealing with insurance.

MORE TO CONSIDER THAN JUST COMMISSION All companies or individuals who provide financial advice or deliver a financial service to consumers must be licensed under the Corporations Act 2001 (‘the Act’). This means that anyone who sells an insurance policy needs to do so under an Australian Financial Services Licence (AFSL).

If an agent arranges an insurance policy for a client, they need to either hold an AFSL or be appointed in writing as a representative of an AFS licensee – this may be as a distributor, authorised representative or corporate authorised representative. Agents can also act as a ‘referrer’ and simply provide insurance marketing materials to clients without being authorised to act as a representative.

At EBM RentCover, our partner agents can be authorised as Distributors, Corporate Authorised Representatives

(CARs) or Referrers to offer our landlord and tenant cover products. As an AFSL holder we have obligations, defined by the Act, to ensure that our representatives are adequately trained and competent to provide financial services.

Distributors and CARs are authorised to provide a financial service under EBM RentCover’s AFSL. Distributors and CARs are authorised to: l supply brochures, flyers and other marketing material from EBM RentCover to clients l arrange insurance for a landlord l pay the premiums To meet our AFSL obligations, we provide training with ongoing monitoring and supervision to our Distributors and CARs on the services they are authorised to provide to their clients. Importantly, we also extend cover under our Professional Indemnity (PI) insurance policy for financial services related to EBM RentCover and associated products.

Referrers are not authorised by EBM RentCover to provide a financial service or arrange insurance cover; they can only provide our marketing materials to clients.

As such, they do not work within our AFSL and our PI cover is not extended to Referrers.

By providing the supporting systems and processes that ensure our agent partners operate within the boundaries of their authorisation and are protected, we make it possible for agents to offer our insurance products to their clients – providing landlords and tenants with value-added service and the agent with an additional income stream.

Adjacencies with insurers can be a great way for real estate professionals to grow their business and increase their income – so long as the business owner makes sure that they partner with an insurer who can provide the right type of agreement and ensure the agent is protected. By choosing to partner with a trusted insurer, the real estate business will be able to reap the rewards offered by the adjacency. 

SHARON FOX-SLATER is the Managing Director of EBM’s RentCover. For more information, visit rentcover.com.au.

Our advice about insurance is provided for your general information and does not take into account your individual needs. You should read the Product Disclosure Statement and Policy Wording prior to making a decision; these can be obtained directly from EBM.

elitepm.com.au 33

ARPM PROFILESPECIAL

FINDING THE

JOY

GROWING UP IN A FAMILY of agents, Natalie Doolan resisted

entering the industry for many years, learning valuable skills in event management and hospitality. Now as Director of Carnelian Property Management in Lake Macquarie, Natalie says she aims to put a smile on her clients' faces every day.

Tell us a bit about yourself and your agency.

Born in Newcastle, I grew up in Lake Macquarie, the youngest of three. I spent my 20s living and working in Sydney and had a blast! When it was time to start a family my husband and I moved back to Newcastle. We love the space and lifestyle!

At Carnelian Property Management our focus is purely property management and making it an enjoyable experience for both investors and tenants. While our business and team are growing steadily, we pride ourselves as owners of the business on still being directly accessible to our investors. In a world of increasingly online and faceless transactions, we know this personal approach is highly valued.

“NEWCASTLE IS CERTAINLY CONTINUING TO GROW AND THRIVE, AND WE LOVE SHARING OUR EXPERIENCE WITH INVESTORS NEW TO THE REGION AS WELL AS LOCALS.” What motivated you to enter real estate?

Growing up, my parents owned a real estate agency. I spent many afternoons after school in the office. Although I worked in other

34 ELITE PROPERTY MANAGER • NOVEMBER 2018

industries such as event management and hospitality, which contributed valuable skills to my real estate career such as maintaining grace under pressure, negotiating in challenging situations, and remaining helpful and approachable at difficult times, it was pretty much a given that I would eventually make my way into real estate.

What is the market like in your area right now?

Our agency covers a large footprint in Newcastle, Lake Macquarie and the Hunter. In this market we’re seeing older, even industrial suburbs being revitalised through waterside apartment development and tasteful renovation of century-old homes. We’re also seeing brand new land

estates being developed and watching new communities emerge. Newcastle is certainly continuing to grow and thrive, and we love sharing our experience with investors new to the region as well as locals.

What is your secret to maintaining healthy relationships with landlords and tenants?

Being accessible and willing and happy to help. Showing respect for both landlords and tenants. I love being able to assist our investor clients in growing their portfolio, and our tenants find properties to call home.

What apps do you use most on your smartphone or computer?

Being a small but high-performing team, technology plays a big part in our efficiency.

We all actively use Trello on a daily basis for a broad range of tasks, from daily or recurring 'to-do' management to project managing significant campaigns or business enhancements.

We love LastPass as a password management tool across all our devices. It enables us to regularly and quickly roll out password changes across the many platforms

and apps we use throughout the business, helping minimise the risk of online threats or cyberfraud.

We also use Dropbox for document storage, which is of great benefit. As an example, at an ingoing inspection we may take 500 photos, which are then stored to the cloud and a single link can be shared directly with the landlord so they can feel like they were there at the inspection themselves. No need for selectively sharing photos or sending large files via email.

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

The industry is experiencing major growth in online services offering low fees. While they may be enticing, they cannot replace good old-fashioned customer service. I hope to see an increased focus on customer service at the forefront of clients’ minds when selecting an agency.

Natalie and Paul Doolan

“BEING A SMALL BUT HIGH-PERFORMING TEAM, TECHNOLOGY PLAYS A BIG PART IN OUR EFFICIENCY.” What are your goals for the future?

Growing our team thoughtfully and in a way that enables us to continue to be accessible for all of our landlords. We’re currently looking forward to a long-awaited family holiday to New Zealand in 2020! 

BUSINESS IS HARD. DON’T DO IT ALONE. [ that’s where we come in ]

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info@businessdepot.com.au

businessdepot.com.au/realestate

FEATURE INTERVIEW

THE

CIMINO

CONNECTION

From left to right; Michael Cimino, Joe Cimino, Sandra Cimino and Anthony Cimino

HE HAS ONLY BEEN at the family firm for

a short time, but when it comes to making an impact Michael Cimino likes to ensure no stone is left unturned.

I

f property investment is a numbers game, Michael Cimino is superbly positioned to lead the field.

Having spent much of his career as a financial services professional with ‘big four’ practices, he was persuaded to leave his high-profile role at a nationally recognised superannuation consultancy just under 12 months ago to head the property management division of burgeoning Melbourne business Inner Real Estate (IRE).

The move to join parents Joe and Sandra and brother Anthony at IRE was a natural fit for the qualified chartered accountant, who purchased his first property fresh out of university and who still maintains an active sideline in small business accountancy and auditing.

36 ELITE PROPERTY MANAGER • NOVEMBER 2018

The seat in his new office had barely been warmed when the busy 30-year-old and his wife Amal, together with three-year-old fur baby Milo, welcomed their first child – daughter Abigail, now aged seven months.

“Unfortunately, now the dog plays second fiddle,” he admits.

Cimino’s reasons for entering the family business were twofold. Not only did he want to ensure that Joe’s succession plan was played out, but he was also looking to help IRE achieve better operational efficiencies by way of a new technology-focused growth strategy.

He credits his background in change transformation as the reason he has adapted quicker than most to the new professional (and perhaps even the personal) responsibilities expected of him.

Cimino first entered the workforce as a 14-year-old when he secured a role as a ‘checkout chick’ at Coles supermarkets, a position that sustained him from his second year at high school right through to the end of his tertiary studies. He credits this with also playing a significant part in the way in which

“MY BROTHER AND I HAVE ALWAYS HAD A PRETTY CLOSE RELATIONSHIP. I CAN CALL HIM ALL SORTS OF NAMES AND THEN FIVE MINUTES LATER IT WILL ALL BE FORGOTTEN AND WE CAN GO AND GET A COFFEE.” he approaches his work.

“At Coles it was very much about the process and the way you think. It’s a very repetitive role by nature, so for me it became about doing it the most efficient way I possibly could, but also about making the experience as enjoyable as possible. You don’t get paid a lot of money and it’s not an easy job to do, but you’re exposed to all sorts of people. At times it can be quite enjoyable, but at other times it’s pretty demanding.”

In many ways, he argues, this mirrors the challenges his father initially faced in getting the IRE business off the ground.

Having founded several start-ups previously, Joe Cimino launched IRE by renting a small space in Noble Park in Melbourne’s south-eastern suburbs before recruiting a part-time receptionist and moving into the city – a 25-square metre third-floor office in St Kilda Road.

About to celebrate its 10th birthday, IRE is now considered one of the most successful boutique real estate agencies in Melbourne, with a team of around 16 management, sales and administration staff, around 750 properties under management and an average of 60 sales per year.

But while Michael Cimino credits his father’s “business nous and skill at identifying gaps in the market” for their firm’s success, it is made all the more remarkable given the amount of time the Ciminos must spend in each other’s company.

“The four of us sit in different parts of the business and have very defined responsibilities, so there’s very little crossover,” he says. “I think that’s what makes [our dynamic] work. The way we operate is that Joe, as the founder, is the managing director of the business and the go-to person for any problems. I look after the PM [property management] part of the business, my younger brother Anthony looks after real estate sales and Mum is in charge of accounts.”

Cimino says the family has always been

close-knit, with the bond between the brothers particularly close.

Always having someone to bounce ideas off is something he relishes, while knowing there is less room for misunderstandings also helps foster a stronger team culture, he says.

“My brother and I have always had a pretty close relationship. We’re happy to give each other feedback and speak our minds, however brutal that may be, because we know that it’s not going to be taken personally. I can call him all sorts of names and then five minutes later it will all be forgotten and we can go and get a coffee. It’s definitely a different environment when your colleagues aren’t related to you and you’re forced to bite your tongue a little more.”

Cimino, who also runs a second business providing mentoring and financial services to small businesses, says while there are numerous differences between the demands of the financial and real estate sectors – particularly when it comes to the time spent training and “knowledge building” – his experience also means he is able to bring a new approach when it comes to the level of service offered to IRE’s clients.

“Obviously we tick the service box because Joe’s mantra is ‘above all else service the client, because they are the most important thing’, which they are. But I’ve been able to bring in that next layer and that’s by looking after [our clients’] investments in the best way that we possibly can, whether that be offering them the best returns, maximising their investment or helping them make better

“ABOVE ALL ELSE SERVICE THE CLIENT, BECAUSE THEY ARE THE MOST IMPORTANT THING”

decisions in terms of the choices they make with their investments.”

He has also extended this focus to incorporate the company’s best asset, its staff, by making it easier for employees across all areas of the business to work remotely.

Cimino says that while Joe built a brilliant business, it was built “the way he knows, and technology-wise that wasn’t necessarily the way things would be built today”.

While Joe and Sandra have utilised Rockend’s REST product for more than two decades, Cimino says recent months have seen the company invest significantly in its software architecture, including incorporating PropertyTree into its backend operations.

“We decided to make the change because it suited the mobile build, but also because it’s a trusted brand and, in my opinion, it has the best quality product offering when it came to trust accounting software that was cloudbased. We’ve also changed over to one of its connected property apps called Inspection Manager. Again, it was just about efficiency and replicating the desktop on their mobiles.

It now allows, for example, our property managers to do inspections properly and update as they’re doing them.”

With the first of his major tasks now implemented, Cimino, who concedes to spending a lot of time on the road, says he likes to spend his weekends prioritising his family and enjoying the new arrival.

Having added the purchase of a new home to his recent list of accomplishments, Cimino has also discovered a new skill to add to his CV – that of would-be builder.

While he and Amal received some help from specialised tradies, they completed much of the renovation work themselves, helping him develop a new passion in the process. Cimino says he now celebrates the end of his working week by strapping on a tool bag and going out to build up a frame or redo a bathroom.

“Unfortunately, property management is a little like accounting in that you never get the opportunity to stand back at the end of the day like a carpenter would and say, ‘I created that’.

It can sometimes be a very thankless job. But I find that through building things, painting a pergola or building a dog kennel, that’s my release.” 

CATHERINE VISSIERE is the Head of Marketing at Rockend. For more information visit rockend.com.au.

elitepm.com.au 37

PRODUCTIVITY AND BEST PRACTICE

PLAYING THE

EFFICIENCY

GAME

WHEN IT COMES TO RUNNING a sleek

property management division or managing a portfolio with ease, it all comes down to one key thing: efficiency. Kasey McDonald examines how technology is here to help.

T

here are a growing number of digital tools that can help a property manager improve workflow to drive efficiency. However, as property managers we have a tendency to want to complicate processes, which can result in clunky workflow and long nights of eating dinner at our computer.

Over the years I’ve spent a lot of time auditing property managers and their workflows, and it’s clear to me that there is a direct correlation between effective workflow and property managers who are at the top of their game. They’re efficient.

Everything they do is underpinned by a well-defined process. And they’re not afraid to use technology to make that workflow just that bit easier and quicker.

So if you’re looking to play a bigger property management game and you want to use technology to get your workflows super-defined so you’re super-efficient, start with these tips.

WHY EFFICIENCY?

Remember, everything you do as a property manager impacts on bottom line, and while you mightn’t pay much attention to this, it means the world to your boss. Efficiency drives bottom line.

The better a manager can clearly define regular processes, the more efficient the team becomes. This saves overall time, making the team more effective and able to do more with less stress or frustration. The more efficiently and effectively you do these processes, the better you can do your job – and hopefully go home at a decent hour.

WHERE TO START

To streamline work processes and improve workflow, assess the entire operation from top to bottom, looking for areas of improvement. As a leader, look at what you are currently doing and ask for feedback

38 ELITE PROPERTY MANAGER • NOVEMBER 2018

from existing staff about what frustrates them in the day and what is working well.

Conduct an office inventory, starting from the filing system (if you still have a manual system). Evaluate the use of paper in the office, including how checklists and forms are used, processed and archived.

DON’T OVER-AUTOMATE

Streamlining processes to drive efficiency is great, as long as you don’t remove the elements that make up great customer service. Full automation can sometimes take the personal touch out of the property manager-to-landlord communication and can dilute relationships in the process.

Integrate clever technologies that can help, not hinder.

"THERE IS A DIRECT CORRELATION BETWEEN EFFECTIVE WORKFLOW AND PROPERTY MANAGERS AT THE TOP OF THEIR GAME." TECH FOR TASKS

QUICK, EASY TECH TO START

If you’re still using a lot of manual processes, you might want to start with some basic drive-sharing to centralise templated documents. Google Drive or Dropbox are both great places to start and can be easily accessed by everyone in the office any time, anywhere. This means you can start to get rid of the old filing cabinet – and everything in it. All documents can be filed in this one location and can be accessed by those whom the file is digitally ‘shared’ with. Electronic signature software like DocuSign can also make signing basic documents a lot easier and quicker for all parties.

I find a lot of property managers are reluctant to implement technology, because they are so used to their manual systems; they can’t be bothered changing over. This is to their own detriment. For instance, platforms like Trello and Process St make it easy to automate tasks and checklists that require input by other colleagues.

Consider a process where you do three steps of a checklist, then the system automatically notifies the next colleague to complete their part, with autoreminders until it is complete. It allows for easier management of multiple tasks and processes at the one time, and can not only minimise time but help reduce some of the errors arising from manual handling. Remember, the top ten per cent of businesses in this industry are heavily investing in and adopting technology; perhaps you should too. 

Kasey McDonald is Director of the Property Management Training Academy and Real Estate Training Group. For more information visit pmtacademy.com.au

elitepm.com.au 39

Q&A

ASK THE PM COACHES From implementing new technology to disorganised prospecting, our Real+ coaches Lauren Kirk, Kate Benjamin and Heidi Walkinshaw are here to help. To have your question answered email askthecoach@eliteagent.com.

LAUREN KIRK

KATE BENJAMIN

General Manager, Coach, Consultant & Trainer

Q

My team are always wanting to implement new technology. How do I know what we really need?

A

It’s easy to get distracted by that bright shiny object that promises to 'make life easier'. Your teams are constantly inundated with an abundance of new technology promising to save time, improve communication, create better reporting… the list goes on!

Whilst I am certainly one for implementing technology and cutting corners to save time (without increasing risk!) it’s important that what is used is effective. So, before investing in the next big thing, take check of what’s currently in place.

1 2 3 4

List all tech being used. Is everyone using the same tech for the same task?

Look at the benefits and outcomes you want (for your team and clients).

Is it still relevant? Are your team using 100 per cent of the features available?

Who is your tech champion?

Someone should own this space, to investigate, gauge use, implement new and reduce old.

At the end of the day, we need to ensure that tech is going to save time, integrate with current systems and increase profit and growth. Every business is different, so use what is right for you now. Then review and implement new tech as your business changes.

Coach, Consultant and Trainer

HEIDI WALKINSHAW Coach, Consultant and Trainer

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My BDM embraces prospecting; however, she is completely disorganised when it comes to lead management. What technology should I consider supporting her with?

When it comes to tech tools for a BDM, the most crucial is always a phone! Second to that is a way to manage leads, and selecting what works best will be different for every business.

Firstly, consider what your sales team are already using. BDMs and sales are often working with the same people (investor clients), so it makes sense that the BDM uses the sales system if there is one. The most important features of any BDM database are as follows:

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The ability to categorise and segment data and automate communication Strict internal policy around clean data – quality in, quality out Consider too how and when data should be entered. I often find that tech is implemented to support a BDM, only for the database entry to detract from the prospecting activity.

Consider how easy it is to enter and update leads. Should this be a BDM's responsibility, or is it better treated as an admin task?

I have so many different programs to use on a daily basis and still the emails and calls don't stop! Where can I make our tech more efficient?

Day to day property management demands and the changes that are constantly happening with technology can at times be incredibly overwhelming.

One of the things that we can do in trying to get on top is to first take a look at the current technology that you are using and see that you understand how to use it and to its full capacity.

With all of the software that you are using, it is likely that many of the programs will integrate and there will be little tips and tricks within those programs to save you time in your day.

Believe it or not, they are designed to be able to save you time and make life easier!

If you are not sure about how to use certain features within the software, take a look at the help or knowledge library options that many of the programs have. Failing that, contact the companies directly and ask about options for training on their software.

If you get really stuck, give the team at Real+ a call and we will see what we can do to help you untangle those tech woes and take control of the email beast. 

AT THE END OF THE DAY, WE NEED TO ENSURE THAT TECH IS GOING TO SAVE TIME, INTEGRATE WITH CURRENT SYSTEMS AND INCREASE PROFIT AND GROWTH.

40 ELITE PROPERTY MANAGER • NOVEMBER 2018

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