Achieving success as a community association manager ultimately comes through getting one’s feet wet; perseverance, learning the industry and fine tuning clear communication skills are critical. For those new to the field, the key is learning the basics early in the game in order to develop an overall understanding of the management industry. With a solid training program, companies can ease management transitions by connecting new hires with senior managers, and can also provide the tools necessary for an effective career in an ever-changing industry. However, much of community association management is learned on the job. What can companies do to help their management staff do a better job from the beginning?
Developing a management style should be a key emphasis throughout the training process. Successful managers must be able to effectively advise and partner with boards to guide homeowners’ associations toward their goals. A management style that works well with one, however, may not always work for another.
Encouraging trainees to find a professional mentor within the office or the industry is important. Every manager needs to find a style that works best for each community. For some this comes naturally, but for others, there may be some initial investment in getting to know a person, just like in personal relationships. New managers should observe their communities and consult with more experienced industry professionals to help them gain a better sense of how they can adapt their personal business style to accommodate different clients.
Remember, knowledge is power, especially when it comes to training. One person can never know everything about community association management, so encouraging an ongoing professional learning environment is invaluable. Finding ways to provide a solid foundation of knowledge and tools for trainees with a wide range of experiences and learning styles can be tough, but it is possible.
Providing employees with the means to nurture and sharpen their professional knowledge base will have greater effects in the long run, while also enabling them to be better prepared to handle board and homeowner inquiries. For businesses without formal training programs, taking the initiative to look for learning opportunities is important. Organizations such as CACM (California Association of Community Managers) and CAI (Community Associations Institute) offer classes and educational programs for managers from beginning to advanced levels. These classes serve as great learning and networking opportunities.
Management firms should also keep employees up-to-date on critical technology practices. Rapid technology growth has contributed to the continual evolution of the industry, and companies need to stay current and utilize technological tools such as paperless records and electronic planning and organizing. Lacking knowledge of commonly used programs such as Microsoft Office can lead to bigger learning hurdles for employees down the road. To ease internal learning transitions, firms must be open to utilizing new systems and embracing change along the way.
Lastly, patience is a virtue. Don’t always just look for the short answer – a better understanding of why things are done a certain way provides better insight into how things are done. Never provide a short answer; always encourage employees to be part of the solution process. Co-workers are teammates too; everyone plays a pivotal role in each manager’s professional development. When everyone works and grows together, they contribute to a more thorough, shared knowledge of the community association management industry – a result from which all can benefit.
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Author name: Lani Kaneshiro, CCAM
Lani Kaneshiro, CCAM, is the regional manager for Keystone Pacific Property Management Inc., an Irvine, Calif.-based community association management firm.
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