Face it, the property management industry is faced with many challenges related to potential conflicts. In no other business can we touch so many emotional issues than in property management. Whether it be finances, pets, homes, cars, employees, children, fair housing, personal property, etc., we have so many opportunities where conflict can be a part of our lives. Our industry is unique in this regard as well as challenging.
How we handle and address these challenges and how the members of our teams handle them is critical in so many ways. We tell employees when we hire them how wonderful our organization is, what fantastic benefits we have, what opportunities are waiting, however, we fail to warn or train/condition them for the conflict they will most likely be faced with. Companies and associations teach fair housing, marketing, financial analysis, budgeting, risk management, and other topics, but few provide tools to address conflict related to residents and employees.
The first rule when dealing with emotional issues is the most important. To control the emotions of others when dealing with conflict, you first must learn to control your own. Getting in a "pissing match" with a resident, employee, or applicant will do nothing more than amplify the situation and make things worse. I am being blunt about this first rule, because more times than not I see team members getting emotional themselves with dealing with conflict they are faced with. We have all had the resident fly into our office like a ten year old on a sugar high, spitting fire out of every orifice of their body. If you have not...you will. I know most managers have also had to deal with employee issues where "going postal" was a though in the back of their mind. I'm sure the US Post office hates that term, however, we'll use it for now. There are several things we can do to diffuse conflict, if nothing else but reduce the circumstances that can result from an unfavorable situation.
Rule 1: See above. Keep your emotions in check. The more you are in control, the more you can control the situation. Once you lose internal control, you lose control of the chance of a favorable outcome.
Rule 2: If possible, take the situation to a favorable environment. This means out of other employee or public view, and into a private setting. Last thing you need is a resident screaming at you while a prospect is coming in the door.
Rule 3: If you feel threatened, don't address the conflict alone. There are times when having someone else with you as a witness or if you feel threatened is needed. If you are not comfortable or you are being threatened, do not go into a room by yourself. This goes for both men and women and address the situation not the issue.
Rule 4: Don't address the other person (employee or resident) from behind a desk. The desk is a barrier and will be seen a such. I know, you may feel you need this for your protection and if you do...see Rule 3 above.
Rule 5: Set the groundwork for the discussion. "Mrs. Smith, I can see you are emotional about this situation and understand your concern. Before we have an open dialogue, I will respectfully ask that we both remain professional and address the facts and keep emotions in check. Can we do that?" This sets the stage for taking emotions down a notch in many cases and lets the other person know you are understanding about their feelings that are in play. Most of the time after stating this I see the other person lean back in the chair, take a breath, and think about what they are doing.
Rule 6: Take notes. I always let them know I am doing this, even though it may be obvious. "Mr. Jones, so I can properly document your concerns and have an understanding of the situation, I will be taking notes. I trust you will allow me to do that." This again is a great tool for further taking the emotions in check, as they see you "documenting" what is being said. It also is a great sign you are paying attention to them and their concerns.
Rule 7: Allow them to talk, and provide the "dramatic pause" before responding. One of the worse things you can do in a conflict situation is to talk over the other person. It tells them you are not listening, and in many cases no matter what is said gives them the feeling you are not open as a mediator. Pause after they have apparently finished a statement, and in some cases they may be just getting started. You may also find this pause brings out additional information you would not have gotten had it not been there.
Rule 8: Look them in the eyes, shut off your phone, turn off your computer, and ask the people in the front office to allow for a few minutes to not be interrupted. Looking at your computer screen, checking your email, starring at your Blackberry, all are signs to them you are not giving them the attention they feel they deserve. I usually say, "So you can have my undivided attention, please give me a moment to turn off my computer screen and silence my phone." This also seems to bring the tension level down and show you are attentive.
Rule 9: After completing the session, go back over your notes and in particular their concerns with them. This shows you did pay attention and document the conversation. "Mrs Davis. So we can make sure we have an understanding of your concerns let me re-state from our notes what has been presented." You will also notice no where in that statement did I use the word "I." It was "we" and "our," as referenced in the above statement.
Rule 10: The response or answer and how and when to present. There are times, even though you know the answer is no, you may want to delay your answer until a later time. Serious situations sometimes demand immediate responses, and some times delayed responses. If there are questions that you could not answer or to show you are open in your findings, don't respond at that time. Failure to show you are "carefully" looking at all the details and being fair in your analysis may bring on further conflict. "Mr. Thompson, I have additional details I need to further investigate so we may be fair and professional in making the correct resoluation. Will you allow time to insure I have all the facts correct and fully check the information for a fair resolution? Can I get back to you by tomorrow morning?" This again tends to diffuse the situation and further lower the tension levels. Just make sure you get back to them as promised. On the other hand if the answer is and will be "no," don't tell them no! What? Are you saying don't give them an answer? No, I am saying you need to find a way to say "no," without saying no. As an example: "Mr. Goodfellow, after reviewing all of the information removing the late fee considering your rent was late is not an option we have." Here I have said "no," without saying "no." If they have also used the "fairness" issues in their discussion, turn this back to them. "You have stated you want fairness in your comments. Mrs. Happy, would you agree that it would be unfair for me to do something for another resident I could not do for you?"
Rule 11: Don't dismiss them, walk them out. They are not in school and you are not their parent. Offer to shake their hand, even if they do not offer theirs. Be professional, and show that you can be professional even after taking all that has been handed to you by the employee or the resident.
Train your staff how to deal with conflict and review how you deal with it as well. When interviewing I ask employees the good, the bad, and the ugly questions. "Tammy, we all know customer service is important and not in all cases do we deal with happy people. If a resident comes flying in the office upset and somewhat out of control, how are you going to handle it?" This tells me how they would handle, and if they have been trained to deal with these types of situations. I have met managers in the business for twenty years, yet they not only will do everything to avoid conflict but don't know how to handle it. It is our responsibility to insure they have the tools necessary, even then faced with bad situations including conflict. Be a leader!
No comments:
Post a Comment