Problem Residents vs Resident Problems

Problem Residents vs Resident Problems

There’s a difference.

By DAVID DILL, CALP, IROP, Veritas Equity Management

Happiness is not the absence of problems, but the ability to deal with them.

” – Charles De Montesquieu

Community managers and staff are in the unique position of being in the people business while simultaneously being in the real estate business. Providing residents with a place they call home can induce significant expectations when promised conditions and a lifestyle portrayed during the marketing and leasing process.

It is important to understand and accept that we may not be able to meet their expectations 100% of the time. Our best intentions may not always come to fruition in every circumstance.

In reality, throughout our daily operations, the majority of us would probably agree that there aren't many problem residents, but problems to address and solve for the residents. It is important to differentiate between the two and handle the situations accordingly.

With few exceptions, it is likely the latter. If a resident pays rent, keeps the unit they are leasing reasonably free of avoidable damages and steers clear from behavior that could disrupt the satisfaction of neighbors or other residents, this person is probably not a problem resident.

Residents have high expectations about the value they intend to get out of what they pay for, and rightfully so. When people lease from us, it is because they have been convinced that their expectations were understood and that we've agreed we can meet them. We tell them that we provide a community they can be proud to call home, a place to rest and be free of the stresses of their daily lives, a place with the notion that maintenance will be available in a timely manner and a staff that offers excellent service.

When we don't meet these expectations, people get upset about it. It is reasonable to expect this to happen. It is natural to be let down and respond in a disappointed manner when one feels they aren’t receiving what they expected to receive in exchange for what they agreed to pay.

This can result in conflict among other residents, residential and/or business neighbors and staff about various issues, such as parking arrangements, crime or unattended and unfinished maintenance requests. Some of these things are in our control. Others are not. The perception of how you handle it from the perspective of a resident will largely determine their reaction to a problem.

How can we address these issues with adequate solutions to ensure the ongoing satisfaction of our residents?

1. Understand the situation.

Without an understanding and a measure of empathy for the dilemma and how it affects our residents, we are not in a position to figure out what is wrong or how to fix it. Take the time to let them speak and vent. Let them confide in you. The key word in this is “confide.” While this may or may not be in your control, understand that the fact they are bringing it to your attention means they trust you (to whatever degree) to make it right or to resolve the issue.

2. Understand your role.

Taking a step back for perspective purposes will show us that, in most events, the problem is the problem, not us. How we react to it will determine not only the outcome but also the process. If our reaction makes a problem worse, we are on the path to equating ourselves with the problem in the resident's mind. We don't want to avoid conflict, but we also don't want to involve ourselves in conflict. We should also keep in heart and mind not to take things personally. Don't make it personal at all. Finally, it is not our responsibility to determine what is a problem and what is not. It is our responsibility to handle residents' concerns. Sometimes when the solution is not actionable, there can still be a communicative solution in order to come to an understanding. Always keeping a professional and friendly demeanor while earnestly doing everything in our power to right wrongs is our role.

3. Make a game plan.

Be as upfront and transparent as possible about your understanding of their concerns and how you plan to address their worries. These plans are crucial for obvious reasons, but a large part that is often overlooked is the necessity of effectively communicating these plans with the residents in a manner that they are able to understand and rely on. As I often do, I will refer to the 80/20 rule that applies to a variety of things. I'd like to suggest that in many cases, apologizing is only 20% of the battle. The other 80% of this equation lies in developing a game-plan to remedy the issue and executing it.

4. Follow through.

Say it louder for those in the back. We must do what we say we are going to do. Ironically enough, the best follow through is being proactive to avoid unsatisfactory circumstances in the first place. While this is not always possible, it should be at the forefront of operations. Keep in mind that this heavily relies on what we initially communicate and the expectations we set for the residents and ourselves from the very beginning. Proactive is always favorable over reactive. Preventative measures are golden. When the inevitable does occur, we know we've done what we could to avoid it and we are prepared to hit it head on. The frustration behind the issue is rarely about the issue being complained about. Rather, it is often what was falsely promised regarding the issue.

What does all of this mean for us at the end of the day? While it is our residents' homes, it is also important to remember it is still a business. Addressing the concerns of our residents in an effective manner is one of the top ways to ensure that we are maintaining and growing our property value each and every day. Maintain resident relations to solve resident problems, not problem residents.

David Dill has a dynamic background in real estate. He worked as a licensed real estate agent for brokers such as Better Homes and Gardens Real Estate Gary Greene and he operated real estate for a limited liability business. Since 2018, David has worked onsite with Veritas Equity Management in leasing. He was named the 2021 Anita Marcino Leasing Professional of the Year by the Texas Apartment Association. Through the National Apartment Association, David obtained the Certified Apartment Leasing Professional credential and the Independent Rental Owner Professional credential.