President’s Message
Over the past year, we have had some great success in uniquely offering our core courses. These courses run over six weeks. One day a week, we join the students via Zoom to review course materials and discuss the chapters being reviewed. This is done in the mornings, and then the students have until the following week (on the same day each week) to complete the chapter reviews and read the chapters for the next Zoom Meeting. We complete the course in five weeks; the students write the exam in the sixth week. It takes some commitment, but the feedback on completing a course quickly has been very positive and the results have been excellent.
We continue to welcome new accredited members each year. It seems people are trying to complete their courses and apply for their designation. More members have applied in the last couple of years than in the previous five years. It is very encouraging to welcome the increased number of our accredited Members. A reminder: if you have finished your courses and meet the property management experience requirement, we encourage you to submit your application.
Perhaps the most exciting news on the education front is that the Cooperative Housing Management Accreditation (CHMA) program was officially launched in August. This program is available through Distance Learning, Hybrid and In-Person at the CHF Annual Conference, offering students an opportunity to take the courses on their schedule in the format that suits their learning style.
Our monthly Chat Room sessions continue to grow in the number of participants joining each month and are becoming part of the discussions and learning. We try to bring exciting subjects essential and relevant to our daily activities within the property management sector. If you have suggestions on future topics, please let us know. Our goal is to provide the information that you want to learn about. The November 20th Chat Room session focuses on insurance – Preventing & Managing Crises: Insurance & Risk Management Support. And a reminder that our December 11th session is our annual Let’s Talk – Open Mike with a panel of experts to answer your questions, address your concerns and share experiences.
Yes, I know it is early, but as this is the last issue in 2024, on behalf of the Board of Directors and the staff at Association Concepts, we wish everyone a very healthy and Happy Festive Season. Enjoy the celebrations with family and friends.
Jimmy Mellor, FIHM IHM President
Why is it Important to have Diversity on Your Board of Directors?
By: Tracy Geddes, AIHM
Having a diverse Board of Directors, one that reflects the differences in your community, is crucial for several reasons.
1. Broader perspectives – A diverse Board brings a range of ideas, perspectives, and experiences, which can lead to creative resolutions to complex housing issues. Different viewpoints can help identify service gaps and provide innovative solutions to create tailored strategies.
2. Enhanced Community Representation – A Board that reflects the demographics of your community can better understand and advocate for their needs.
3. Improved decision-making –Research shows that diverse teams make better decisions!
Diverse teams are more likely to challenge the ‘status quo’ and think outside the box. This can lead to creative solutions in addressing affordable housing challenges, such as increasing affordable housing stock, and community engagement strategies.
4. Increased credibility – Stakeholders are more likely to support, and take guidance from, an organization that visibly values
inclusivity and represents the populations it serves. This can lead to increased funding and partnerships within the sector.
5. Access to a greater range of services – Board members from different backgrounds often have different networks and connections, which can be invaluable for tendering, fundraising, advocacy, and collaboration. This expanded network can open doors to new resources and opportunities.
6. Aligning your values with your mission – Incorporating diversity into the Board aligns with the mission of many Co-operatives and Non-Profits, to pro-
mote equity and social justice. A commitment to diversity reflects the organizations values and dedication to enriching the lives of those they serve.
A diverse Board, one that’s attentive and responsive to the community’s needs, and reflects the demographic of its residents, fosters an environment of trust, and ensures that the organization is addressing the concerns of all stakeholders. By incorporating a variety of backgrounds, including race, gender, socioeconomic status and professional expertise, Boards can analyze problems more thoroughly and arrive at well rounded solutions! u
Rising Insurance Costs
By: Kevin McCann, FIHM
Insurance costs are rising rapidly in almost every sector, including rental properties. There are many reasons for the increases that are beyond the control of landlords. Climate change is a big factor, with more weather-related damage occurring and expectations that this type of damage will only get worse in coming years. Society is becoming more litigious with more claims being made and higher payouts being awarded. The costs of building materials and labour needed to repair damage have risen rapidly in recent years as has the cost of defending claim.
Social housing providers can benefit from the Housing Services Corporation Group Insurance Program that uses the bulk buying power of many housing providers and in-house expertise to secure better pricing. Private sector landlords can work with an expert (broker) to assess and understand their needs and risks and secure competitive quotes. Whether you are a private or public social housing landlord there are a number of things that you may want to consider in order to secure better insurance rates while maintaining a reasonable level of coverage.
- Review your coverage and understand your needs. This is best
done with an expert such as an insurance broker.
- C ompare options and shop around. Review quotes annually or upon renewal of your current policy.
- Bundle insurance policies where possible. As an example, if your company has a fleet of vehicles, it may be beneficial to combine the building and vehicle policies
- Increasing your deductible may be another option to consider as higher deductibles result in lower rates with the owner taking on some of the risk as a result.
- L andlords of older buildings who cannot demonstrate that
they have kept up with maintenance upgrades, especially to their electrical, plumbing, HVAC systems and roofs, are being assessed at higher rates. (An insurance expert can give advice)
- Maintain a good claims history by being conscientious about safety and paying out of pocket for smaller claims.
- Maintain your property properly and keep it safe. Annual or more frequent inspections show due diligence and can assist in identifying/heading off potential risks and mounting a defense against claims. For example: complete fire safety inspections and document actions taken, examine sidewalks after winter
for potential lifting and trip hazards, have playgrounds and roofs inspected annually by an expert, Document all of these activities.
- Emphasize safety measures in your buildings when filling out your building profile information for a potential insurer, i.e. security cameras, improved lighting, regular inspections of roof, fire safety, HVAC systems, etc.
It is important to discuss your insurance needs with an insurance expert to determine the best methods of limiting your organization’s exposure to risk, potential litigation and rising insurance costs. u
Maintain your property and keep it safe.
UPCOMING EVENT
Preventing and Managing Crises: Insurance & Risk Management Supports
November 20, 2024
12:00 pm - 1:00 pm - Zoom Session
Presenter: Jenny Gloria, (She/Her), Senior Manager, Insurance & Risk, Housing Services Corporation
Moderator: Jimmy Mellor, FIHM, IHM President
5 Hidden Costs of Deferring Maintenance
By: James Piper, P.E., FacilitiesNet
Every year, billions of dollars in needed maintenance repairs to facility assets are deferred. Inadequate funding is the most often cited reason for deferring maintenance, closely followed by insufficient staffing. But there are other factors.
Maintenance managers and personnel may not fully understand all of the tasks that are necessary to properly maintain building assets. Assets may have been installed in a way that makes maintenance difficult or impossible. And those setting the budget may not understand the full cost of deferring maintenance.
Studies of organizations show that on average, for every dollar “saved”by deferring maintenance, there comes a four dollar increase in future capital renewal costs. Those are the direct costs for that specific asset. There are additional indirect costs that may have an even larger impact. Over the life of that asset, those additional costs may total more than 15 times what would have been spent on the maintenance had it not been deferred.
If managers are to be successful in changing the culture that results in deferring maintenance, they must present a case that lays out all of
the costs of deferred maintenance, from emergency repairs to collateral damage.
Emergency Repairs
The ideal maintenance program is a proactive one — maintenance personnel perform the necessary tasks when needed. And when the asset approaches the end of its service life, its replacement is scheduled. But deferring maintenance changes the process from proactive to reactive.
With reactive maintenance, the asset picks the time when it needs emergency service or total replacement. This can cause disruptions during peak occupancy periods or complete shutdowns of portions of
the facility. When this happens, the maintenance department is under pressure to fix the issue, even if it requires the use of overtime for maintenance personnel or contracting with outside services.
If parts must be ordered or if the asset must be completely replaced, there will be additional expenses that must be added to the cost. Delays as a result of part or replacement asset availability can require that operations be moved to another area of the facility. In the event of a failure of a HVAC or other similar system, temporary replacement systems may have to be brought in at an additional expense. When the asset controls the timing of its repair or replacement, costs will always be
higher and there will be disruptions.
Shorter Asset Life
All building assets have a finite service life. While there are many factors that impact the actual service life in a particular application, one of the most important is how well it has been maintained. Without proper maintenance, the service life of practically all facility assets will be shortened.
For example, pealing wood trim paint on the exterior of a building will allow water to penetrate the wood, leading to cracking, splitting, and decay. Failing to inspect the trim on a regular basis and stretching the paint cycle out several years may save some money today, but it will only allow more damage to take place. Eventually, the damage will require that the wood be replaced.
The same thinking applies to building mechanical systems, where a very common practice is reactive or run-to-failure maintenance. Consider building HVAC and domestic water pumping systems. A typical centrifugal pump in these applications requires periodic lubrication, inspection of seals, vibration monitoring, alignment checks, and other routine maintenance tasks. A well-maintained centrifugal pump can easily operate for 20 to 30 years. That same pump under run-to-failure maintenance practices can fail in as little as five years.
Reduced Equipment Efficiency
The impact on energy efficiency resulting from the deferral of maintenance is most noticeable with
While there are many factors that impact the actual service life in a particular application, one of the most important is how well it has been maintained.
ating efficiency by two to three percent.
Safety and Health Risks
Deferring maintenance on a wide range of building assets can cause harm to employees and visitors. Some are obvious, like failed floor tile that poses a trip hazard. Others may be less obvious, like the buildup of mold behind water damaged walls. Skipped or irregular cleaning of building HVAC systems can lead to the buildup of mold, mildew, and pathogens within the systems that then are distributed throughout the building. Even simple things, like door closers that are not properly adjusted, can cause injury should the door slam closed on a person's hand.
building mechanical systems. Proper maintenance of these systems is particularly important if energy costs are to be minimized.
For example, if boilers are to operate at peak efficiency, there are a number of maintenance tasks that must be performed on a regular basis. The boiler must be tuned regularly to ensure that the proper amount of air is being introduced. Too little air and the fuel is not fully oxidized. Too much air and heat are lost up the stack.
Boilers also require periodic cleaning to remove soot from the fireside of the boiler tubes or heat exchanger. Similarly, the waterside of the boiler must be cleaned to prevent the buildup of scale. Soot and scale both interfere with the transfer of heat within the boiler, reducing its efficiency. Skipping even one annual cleaning can reduce a boiler's oper-
A poor working environment due to poor air quality or frequent breakdowns of assets will damage employee productivity. Visitors will see and sense these deficiencies, too, and the organization's reputation will be damaged.
Deferred maintenance can also lead to compliance issues with local code and regulatory officials. Spot inspections or complaints from building occupants can lead to failed compliance inspections, fines, and bad public impressions. In more severe cases, they can lead to mandated shutdowns of the facility until items have been corrected.
Collateral Damage
The impact of deferring maintenance is not limited to just that asset. Often, it extends well beyond. Consider the situation of a failing roof. The roof has been leaking and in need of replacement for some time,
but funds are not available. So maintenance personnel make patches to the areas where leaks are reported. But in spite of their efforts, additional leaks will occur and some may go unreported. Additional repairs are made, and while the leaks may have been temporarily stopped, they will have caused collateral damage.
Water damage to roof insulation and decking may now require that sections be replaced. Ceiling and walls may now have to be repaired or replaced due to water damage. Structural elements exposed to the water may have corrosion or rot damage necessitating repairs. Water damaged lighting fixtures and electrical wiring will have to be replaced.
Collateral damage can turn a single, maintenance issue into a nightmare. Not only will the organization have to pay for correcting the original maintenance issue, they will have to pay for repairing or replacing all other assets damaged, and they will have to do so on an emergency basis further increasing costs. If the collateral damage is serious or extensive enough, managers may lose the use of the impacted space for an extended period of time while materials are ordered and repairs made, yet another cost increase.
Avoiding the Deferred Maintenance Trap
If facility managers are to be successful in reducing the total cost of deferred maintenance, they must build and present their case to those controlling their budget. They must present sound evidence that supports the budgeting of maintenance projects today, rather than deferring them to some future time.
How big is the deferred maintenance issue in your facility? Numbers talk. Remember you are competing with other departments for a limited pot of funds. Start with an assessment of the facility, including mechanical and electrical systems, the building envelope, the building interior structures and finishes, and the building site. The facility assessment should evaluate the condition of each of the assets and identify any deficiencies. Rate the critical nature of the asset and the seriousness of each deficiency. Finally, develop a budget for its repair or replacement, along with an estimated timeframe for the work.
Having a list of needed repairs along with projected costs isn't enough. In most cases, there will be so many items and they will be so costly that those who set the budget may choose to ignore them, thinking maintenance is just crying wolf. To help present your case, give them examples from the past that show how deferring a particular repair or replacement action resulted in additional repair costs, disruptions to operations, or compromised safety. Presenting solid data that shows the scope of the issue and how it has impacted the organization in the past will strengthen your case. u
We know that a Property Manager’s job can be both challenging and interesting. How often have you come to work with your day all planned in your head only to have something unexpected come along?
We are looking for some stories to share with your colleagues in the Property Management field. If you have an interesting story that you would be willing to author, please contact the Newsletter Committee at info@ihmcanada.net
The Top 10 Benefits of Having IHM Accredited Staff
By: Tracy Geddes, AIHM
In support of employee development, a detailed professional training plan is imperative to meet the corporation’s intended objectives. As you review your training plan, you might be wondering, why should my Staff be accredited with the IHM?
Do the benefits outweigh the costs? Can my Staff afford the time away from their duties to work on their designation, just to add some letters after their name?
The short answer is, yes! Having IHM accredited Staff in your organization brings several benefits that can significantly enhance the effectiveness of your corporation and the quality of services provided. Here are the top ten key advantages:
1. Enhanced expertise – Accredited Staff possess specialized knowledge and skills in areas such as property management administration, financial management. human relations and community engagement. This expertise enables them to navigate the complexities of portfolio management.
2. Improved compliance – Accredited professionals are often well-versed in relevant laws,
regulations, and best practices. Their knowledge helps ensure that the organization remains compliant with property standards and legal requirements, reducing the risk of penalties or legal issues.
3. Quality assurance – Accreditation often involves rigorous training and evaluation, ensuring your Staff meet specific professional standards. This quality assurance leads to higher service levels, benefiting members, other Staff, and the sector. When we raise the bar, we rise to meet the challenge!
4. Increased credibility – Having accredited Staff enhances the credibility of the organization. Stakeholders, including tenants, current and potential new Staff, Service Managers, The Institute of Housing Management - Canada, and industry partners are more likely to trust and support an organization that employs quality professionals.
5. Effective conflict resolution –Staff with accreditation learn various techniques for problem solving and resource gathering. This skill set is invaluable in managing disputes among resi-
dents and fostering a harmonious community environment.
6. Professional development –Accredited Staff are typically committed to continuous learning and professional continuous development. This commitment can lead to innovative practices and improved services as they stay updated on industry trends and advancements. Staff will meet people from across the sector, including property management students, knowledgeable instructors and industry partners, which leads to valuable networking opportunities and access to diverse ideas and resources.
7. Stronger financial management – Accredited financial professionals can provide solid financial oversight, ensuring the sustainability of an organization for years to come.
8. Better community engagement – Staff with accreditation can effectively foster relationships with tenants, other Staff, and sector partners, encouraging participation and collaboration. This involvement strengthens the sense of community and enhances tenant and Staff satisfaction.
9. Performance metrics and evaluation – As Staff work through the accreditation process, learning and being tested, they gain skills in evaluation techniques. This enables them to set and measure performance, both for themselves and the organization. They can then assess their operations, as well as that of other Staff and the organization as a whole, to evaluate the effectiveness of their current practices, and make data driven improvements.
10. Attracting funding and partnerships – Funders and sector partners are more likely to support organizations that demonstrate a commitment to professionalism and quality. Having accredited Staff can enhance grant applications, operational reviews, and hiring of property management companies, as well as open doors to collaborative opportunities.
Employing accredited Staff can lead to improved expertise, compliance, and community engagement, ultimately enhancing the overall effectiveness and sustainability of the Property Management Profession for generations to come.
Tracy Geddes is currently a Housing Administrator at Niagara Region and has a history of working in the non-profit and co-op management industry. u
Education
Course Completions in Property Management
Maintenance
Alexander Aguiar
Sonia Boiago
Peter Kocalev
Melissa Mercer
Karin Musgrove
Amanda Stevenson
Danielle Walker
Olga Zelenenka
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Administration
Tsion Getachew Admassie
Olga Boyko
Cheryl Donoghue
Courtney Flinn
Melissa Hancock
Alison Henderson
Bruce Keating
Petar Kocalev
Daniela Luiceanu
Michelle Matkowski
Tracy Penley
Lisa Roy
Kyle Schertzer
Emilee Wotton
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Tenancy Law
Deepti Batra
Ryan Campbell
Melanie Corriveau
Bernadette Degsi
Dana Dufford
Godfred Okyere Koranteng
Cara Weatherell
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Human Relations
Harpreet Kaur
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Finance
Alexander Aguiar
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Honourary Candidate Memberships
Harpreet Kaur AIHM(c)
What are Some Ways Property Managers can Lead by Example?
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As a property manager, you are responsible for overseeing the daily operations of your properties, ensuring the satisfaction of your tenants and owners, and managing your team of staff and contractors. But how can you also be a leader who inspires trust, loyalty, and excellence in your work environment? Here are some ways you can lead by example and set the standard for your industry.
1. Communicate clearly and consistently
Communication is key for any successful property manager, as you have to deal with various stakeholders, issues, and expectations. You can lead by example by communicating clearly and consistently with your tenants, owners, staff, and contractors, using the appropriate channels and tools for each situation. You can also provide regular feedback, updates, and recognition to your team, and encourage them to share their ideas, concerns, and achievements with you. By communicating effectively, you can build rapport, trust, and collaboration among your network.
2. Be proactive and solutionoriented
Property management is a dynamic and challenging field, where you have to face different problems and opportunities every day. You can lead by example by being proactive and solution-oriented, anticipating potential issues and taking preventive measures, resolving conflicts and complaints promptly and professionally, and seeking new ways to improve your processes and services. You can also empower your team to take initiative and responsibility for their tasks, and support them with
the resources and guidance they need. By being proactive and solution-oriented, you can demonstrate your competence, creativity, and commitment to your goals.
3. Show integrity and accountability
Integrity and accountability are essential values for any property manager, as you have to uphold high ethical and legal standards, protect the interests of your tenants and owners, and manage your resources efficiently and effectively. You can lead by example by showing integri-
ty and accountability in your actions and decisions, following the rules and regulations of your industry, being honest and transparent with your stakeholders, and admitting and learning from your mistakes. You can also foster a culture of integrity and accountability in your team, by setting clear expectations, monitoring performance, and rewarding excellence. By showing integrity and accountability, you can earn respect, credibility, and loyalty from your network.
4 Be adaptable and flexible
Property management is a fastpaced and evolving field, where you have to adapt to changing market conditions, customer demands, and technological innovations. You can
lead by example by being adaptable and flexible, embracing change and innovation, learning new skills and tools, and adjusting your strategies and plans accordingly. You can also encourage your team to be adaptable and flexible, by providing them with training and development opportunities, exposing them to different scenarios and challenges, and soliciting their feedback and suggestions. By being adaptable and flexible, you can enhance your performance, competitiveness, and growth potential.
5 Care for yourself and others
Property management is a demanding and stressful field, where you have to balance multiple responsibilities, deadlines, and expectations.
UPCOMING EVENT
You can lead by example by caring for yourself and others, prioritizing your health and well-being, setting boundaries and limits, and taking breaks and vacations. You can also promote a healthy and positive work environment for your team, by recognizing their efforts and contributions, offering them support and assistance, and celebrating their successes and milestones. By caring for yourself and others, you can boost your morale, motivation, and productivity. u
Details to follow.
‘Broken System’ Leaves Landlords to Foot Bill for Tenants Trashing Home
By: Greg McGrath-Goudie, Barrietoday.com
ARamara Township landlord has had to come out of retirement to foot the bill for tenants that have refused to pay rent for more than six months.
Rob Maranzan, along with his wife, Kim, have rented out a three-bedroom unit on Creighton Street since January 2023. While their tenants initially paid their monthly rent of $2,200 and their share of the utilities, by February 2024 they had stopped paying for anything — leaving the Maranzans on the hook for around $18,000 since that time.
Three adults initially rented the unit, but by December last year an additional six people had moved in, including two adults and four young children, bringing the total number of occupants up to nine people, along with three dogs.
“We were on vacation, so when we got back it was December … and because kids were on holidays … we didn’t notice right away because they don’t come out of the house,” recalled Kim. “It was when they went back to school, all of a sudden I see these kids go out.”
The couple raised concerns about nine people using the well and septic, but those concerns fell on deaf ears.
“After I found out that there was so many people over there, extra people, I told her that’s not acceptable. There’s too many people there. It’s too much on the well; it’s too much on the septic,” Kim said. “She said, ‘Well, she’s here to help me with my mother.’”
Ultimately, the couple went to the Landlord Tenant Board for overcrowding concerns, and the tenants stopped paying rent at that point, the Maranzans said, leaving them to pay for rent, utilities, and problems caused by the overburdened well and septic system.
“We had to put a new pump in the septic,” Rob said. “They’re killing everything. I mean, there’s one freaking toilet for (nine) people. I could go on and on and on.”
Kim added the tenants have burned out the pump for the well, which has been drained three times since the six extra residents moved into the home.
“Where landlords/property owners file complaints about their own properties, the township will not take action under its bylaws, and property owners and landlords should seek legal advice from a legal professional, or exercise their rights as a landlord under Ontario law and under the authority of the Landlord and Tenant Board of Ontario,” he said.
Mayor Basil Clarke said a part of the reason the township does not issue fines in these situations is that they would ultimately be the responsibility of the landlord.
“We can issue bylaw infractions. Unfortunately, that fine falls on the landowner, and we hate to do that,” Clarke said. “I mean, these landlords are already out a bunch of money, so we don’t want to double down and (cost) them even more.”
The Maranzans raised concerns about whether the property adhered to the fire code, given the number of resident and the cluttered state of the unit, but Clarke said such violations usually relate to the structural integrity of the property, such as wires hanging out of a wall, or tenants knocking down a load-bearing wall — and not the amount of garbage in a unit.
Regarding the number of tenants on site, Clarke said that since the lease states there are three occupants, the township’s hands are tied when it comes to the additional “guests.”
“They leased it to the legal amount of people. The rest are invited guests. I can’t tell you … that you can’t have guests in your apartment,” he said. “Government can’t say you can’t
Government can’t say you can’t have your mother come and visit for the weekend, and that’s what happens when you go to move forward: ‘They don’t really live here. They’re just visiting, right?’
have your mother come and visit for the weekend, and that’s what happens when you go to move forward: ‘They don’t really live here. They’re just visiting, right?’”
Clarke said he feels “bad for the folks,” and pointed to the backlogged Landlord Tenant Board as the crux of the issue.
“If you’re a tenant, it’s a 12-month wait. If you’re a landlord, it’s a 10-month wait — that’s how backlogged the systems are,” Clarke said. “I’ve endorsed motions here at Simcoe County, as well as Ramara Township on lobbying the government, that they have to look into the landlord tenant agreement and fix it. It’s a broken system.”
He said the system is “broken on both sides,” for landlords who are dealing with bad tenants, and vice versa.
“I’ll be honest, the feds and the province have really dropped the ball on these rental agreements. It’s extremely hard today to get people out,” he said. “These are the ones they really need to crack down on … this example makes it bad for other tenants.”
Greg McGrath-Goudie has been with Village Media since 2021, where he has worked as an LJI reporter for CollingwoodToday, and now as a city hall/general assignment reporter for OrilliaMatters.
Reprinted with permission from BarrieToday.com u
Unlearning: Expecting Employees to Go ‘Above and Beyond’
By: Lianne Picot
There is an ongoing lament that I have been hearing in my leadership coaching and facilitation that brings about a collective sigh from people of a certain age when it is raised. I do not judge. I am also of that age. However, I do not share the same quiet and sometimes not so quiet despair.
“Our employees don’t have the same work ethic anymore. They won’t go above and beyond.”
If this is something you have heard yourself say, please stay with me. I am here to help!
You are not alone. Many leaders are frustrated by what seems to be a collective agreement amongst the next generations of employees to not give more than they are paid for or than the work day allows.
Before we go any further, please read the last part of the sentence again more slowly and take it in: “to not give more than they are paid for or than the work day allows.” I am not being facetious. It’s important to recognize that when we say ‘above and beyond’, we are referring to wanting our employees to give more time and/or effort to help you and
the organization get things done when needed.
This might include staying later to get something finished, coming in on weekends to get caught up or taking work home to get done in the evenings because the boss wants it the next day. It also might mean employees stepping up and doing work that is outside of their pay grade sometimes. These are things that many of us have done throughout our careers, and WE have not complained (much), right?
However, it is important to ask ourselves why we did those things. Is it because of our natural born work ethic? Is it because we started working at 14 and know what ‘hard work’ looks like? Is it because that is just ‘what you do’ when you work?
Or is it possible you have sometimes put in extra effort because you were threatened with punishment, job loss or would not get promoted if you didn’t? Or perhaps you have always felt an incredibly high sense of responsibility as you needed to earn for your family, so you just did what you needed to in order to survive? Or is it your point of view that when a person is hired to do a job, the or-
ganization that hired them owns all of their time?
You may instinctively say ‘NO’ to any or all of these but I am going to ask you to sit with them for a minute. Consider each of these and be curious with yourself as to whether they resonate deeply with you. No one is watching or listening. This is just for you.
Now I am going to break down each of these questions in terms of the differences from when we were coming up professionally and what is happening now. Why? Because when we compare our experience as younger workers to those of today, we are not making a fair comparison. It’s like comparing today’s music with 80s music. Just not the same right? Neither is the workplace AND it may not be all bad.
Employee Mobility
As a young Canadian I moved to the UK for 15 years at the start of my career. There, it was the norm for people to move around in their jobs and if you stayed more than 5 years you were often viewed as being ‘stuck’. When I went back to Canada, I sometimes worked with people who had been in their jobs almost as
wanted to pass it down to their own. The work was their living but was not just about money. It was also about talent and familial pride.
When the factories expanded, and technology was introduced that could make goods or fix things faster and cheaper, the demand decreased for those running their own businesses. So, they had to go work in the factories too, often working alongside much lower skilled folks who could operate the machinery just as well but had no experience in their field. These tradesmen and craftsmen traded their profession and often, their pride, for the security that a job would bring to them and their families.
This was essentially the creation of the ‘employer-employee’ contract and is when trading exclusivity for security became the norm. However, in the past 20 years or so, employers have not lived up to and/or actively broken this contract. Short term contracts, zero hours contracts, commission and the removal of benefits, pensions, paid leave, etc has left many employees with little choice but to have ‘side gigs’ or second (or third) jobs. The maintenance of wage levels while inflation increased has also made it challenging for everyday workers to pay for the basics such as housing, childcare and simple vacations – all things that previous generations had access to at an affordable level.
These employees literally cannot go above and beyond for you because they are either leaving to go to their next job, picking their kids up from school as they can’t afford daycare, and/or they are too darn tired from
the anxiety of life right now to do another minute of work. In asking them to stay do that one thing that you failed to get to in your day, you are disrespecting their time. And I challenge the idea that anything is SO important that it must be done ‘right now’. Very little cannot wait until the next day.
Just to be clear, I am not saying that life is not hard right now for the older generations. However, many of us do not have to worry about where our rent will come from as we have what is now a privilege in owning our own homes, are not raising little people with all the associated costs, and have reached a level at work where we can take off to see our granddaughter’s soccer game rather than staying late.
All I am asking is that you don’t judge the performance of the next generations based on an outdated way of working that no longer exists. Please stop complaining about their lack of willingness to go ‘above and beyond’. Instead, organize yourself a little better so that you teach/ show/hand off to them earlier in the day/week/month/year so they can get the work done in the time you are paying for them to be available. This is just one example of where our sense of entitlement to the time of the people we have hired may actually be causing the problem – not their effort.
Also, as I mentioned earlier, there is a lot we could learn from those that we may judge as less committed. Your health and happiness outside of work matters too!
Until next time!
Lianne Picot is a leadership coach, consultant & educator on a mission to help build better workplaces and world - for all - through more equitable, inclusive leadership and organizations.
This article was first published in the author’s Unlearning Leadership Substack Newsletter. Subscribe for free HERE (please link to https://www. unlearningleadership.com/) u
Continue your unlearning journey at the Unlearning Leadership Lab being offered by Lianne in November. Find out more and register with a $100 discount for being an IHM Member here: https://maven.com/lianne-picot/ unlearning-leadership-lab?promoCode=IHM
2024-2025 IHM Board of Directors
EXECUTIVE
President
Conference Committee Member, Co-operative
Housing Committee Member
Jimmy Mellor, FIHM
Jimmy Mellor, FIHM
Property Management Consultant
Tel: 902-943-9919
Vice President & Director at Large Ed Cipriani, FIHM ecpm@skylinc.net
Secretary-Treasurer
Conference Committee Co-Chair
Lynn Alexander, FIHM
Region of Durham Housing Services P.O.Box 623, Whitby, ON L1N 6A3
Tel: 905-666-6222 | Fax: 905-666-6225
Email: Lynn.alexander@durham.ca
DIRECTORS
Director at Large
Phil Eram, B.Sc., FIHM
Precision Property Management Inc.
22 Goodmark Place, Suite 22, Toronto, ON M9W 6R2
Tel: 416-675-2223
Email: pgsd@cogeco.ca
Director at Large
Kevin McCann, FIHM
Email: kevinmccann98@hotmail.com
Education Director, Co-operative Housing Committee Member, Communications Committee Member, Conference Committee Member
Deborah Filice, MEd, FIHM, CIHCM, CMMIII, RSSW DAF Property Management Services Inc.
Tel: 289-244-8269
Email: filicedaf@icloud.com
Communication Committee Member
Tracey Csordas, AIHM
Email: traceycsordas@yahoo.com
Communication Committee Chair
Francesca Filice, B.A., AIHM
Property Manager
Victoria Park Community Homes
Tel: 289-244-8059
Email: ffilice@vpch.com
Conference Committee Member
Tracy Geddes, AIHM
Niagara Region, Housing Services Division 1815 Sir Isaac Brock Way. Thorold, ON L2V 4Y6 (905) 980-6000
Email: Tracy.Geddes@niagararegion.ca
Conference Co-Chair
Stacey Sanelli, AIHM
Tel: 416-887-1251
Email: staceys@ppmgmt.ca
Candidate Member
Communication Committee Member
Juan Leng
Email: j.leng@outlook.com
IHM Office: Carolyne Vigon, Operations Manager Beth McKenzie, Program Manager 2800 14th Avenue, Suite 210, Markham, Ontario L3R 0E4 Tel: 416-493-7382 / 1-866-212-4377
IHM Corporate Members
Thank you to Appollo Pest Management, 2024 Event Sponsor and Corporate Member.
Thank you to all IHM Corporate Members.
