How can you build a team that is able to handle emergencies and crises in property management?

At an entry level position, it can be hard to find candidates who have PM experience in crises management. In these situations it's important to get a sense of their current day-to-day (in whatever industry) as well as stories that could suggest the type of emergencies they handle - are they relatable? Also as an interviewer, prepare a couple "hard" questions. This is a technique I use commonly which shows me how well a candidate can stay composed, gather themselves, and deliver a reasonable answer while maintaining their professionalism and confidence - no different than dealing with an unexpected emergency.

We may not get perfect candidate, but we can make them by training. Hiring can be done for candidate with some awareness and eagerness for learning

Team building is an essential part of any organisation. We should focus on having a mix of experienced staff along with tech savvy professionals in a property/ facility management team. Those who have experienced crisis and challenges will be more likely to perform better in such situations that may arise in future. Easy said than done.I have seen companies pay much more for breakdowns and bringing systems back to healthy levels after facing all the customer complaints. The investment in right people will always bring peace of mind for all stakeholders. The service level will be higher and constant. The backbone of any property management firm is the manpower. The team’s ability to adapt technology and improving skills is critical.

Hiring the right people is paired with empowering the correct managers for mentorship. Of course, hiring experience PM's has less risk attached and comes with more costs. However hiring at entry level, an employer needs to ask themself whether the entry level candidate will have the correct tools and resources, continued education and a clear career progression plan. In concerns to experienced candidates, Property Management is a focused position regarding the areas of work, the types of property, etc. When looking at experience PM's, we should be looking for candidate with the niche of our areas of business.

A team can mean a group of trusted vendors who you have a personal relationship with. I recommend 3 vendors in each skill area. You need a larger company that has skilled staff to cover emergencies and big projects. ( it is worth more money, to get someone to fixed the heat immediately rather than 4 days out). A medium size company that offers good service for good price. A one person business that can do small jobs. Interview each button determine skill level and time ability

Fostering an environment that values individual responsibility is vital. When an employee is encouraged to take ownership of their role and incentivized to do so, your organization will ultimately reap that benefit.

Education is key. Having available licensed, bonded and insured professionals available to handle the task seven days a week, twenty-four hours a day. Educating the occupant on how To's helps. Emergency plans, showing them location of breaker panels, water shut offs and telling them how to use them.

Building an effective emergency response team in property management hinges on strategic hiring. Prioritize candidates with relevant experience and certifications, emphasizing skills in communication, problem-solving, and interpersonal relations. Assess personality, values, and work ethic to ensure alignment with company culture. Utilize behavioral and situational interviews, personality tests, and thorough reference checks to gauge aptitude and suitability. This approach fosters a robust, skilled team capable of managing crises efficiently.

Agregaría perfiles con vocación de servicio. Esto, aunque es un detalle puede ser una gran diferencia. Las personalidades con esta inclinación disfrutarán ayudar a otros y proyectaran una buena imagen de marca de tu empresa administradora de propiedades.

Foster a culture of preparedness: Encourage a proactive mindset within the team by emphasizing the importance of preparedness and the value of staying calm and focused during emergencies. Acknowledge and reward team members who demonstrate exceptional performance during crisis situations.

Working in the property management industry during the Canterbury earthquakes gave me a lot of insight into how people react in emergency situations, landlords, tenants and of course your team. Empathy to situations others find themselves in is fantastic, but also understanding that people within your team are quite possibly experiencing their own trauma within the emergency. Have a plan for when it happens, because to some extent it almost certainly will. Who will be available, what are the first steps... And remember to make sure the team are okay as well and offer support.

Building a resilient team in property management for emergencies involves: Training, Regular Drills, Clear Roles, Communication Plan, Emergency Contacts, Equip with Resources, Cross-Training, Documentation, External Partnerships, Adaptability. Remember, ongoing communication, training, and preparedness are key elements in building a team capable of handling emergencies in property management.

Clearly articulate the vision and values of the company. Communication is obviously important, but in a crisis, communication takes time and may not be possible. If they have a framework for making decisions, and you’ve empowered them in their role, you can be reasonably confident they’ll act appropriately in an emergency situation.

Having a supportive team environment is super important. One property manager may be inundated with issues as a result of the emergency, whereas another may not, make sure they are all prepared to help each other out.

Consider the 5 C's of crisis communications: 1. Concern: Show genuine care; reach out to residents individually, express empathy, and offer support. 2. Commitment: Demonstrate dedication by taking charge, mobilizing resources, and clearly committing to resolution. 3. Competency: Showcase crisis resolution expertise; train your team, ensuring they're prepared for various scenarios. 4. Clarity: Offer clear and transparent communication; keep residents informed about the situation, progress, and crisis resolution steps. 5. Confidence: Instill confidence in your team and community. This involves projecting a sense of assurance that the situation is under control, and recovery plans are in place.

The third step in building an emergency response team involves establishing robust communication and collaboration. Implement clear, consistent communication channels, such as phone, email, chat, and video conferencing, alongside project management software. Encourage a collaborative culture where team members share ideas, respect, and trust each other. Regular team meetings, open feedback mechanisms, and transparent information sharing are vital. Foster this environment to enhance team cohesion and effectiveness in crises.

A capable crisis team thrives on mutual respect, not hierarchy. Respected leaders inspire intrinsic motivation. Fostering respect and discarding unfair critique builds a cohesive, supportive team. In crises, this unity and trust mean facing challenges collectively, not from duty but from shared commitment.

When I experienced my first property fire we didn't have plan and the night was stressful and chaotic. A few years later working at a new property we had a fire and a plan. This second fire was less dramatic than than the first and part of that had to do with the team knowing what parts they play and what plan to follow. Knowing who to call, hat resources are available, who does what, where the plan is kept are all good places to start. Create or locate your emergency plan or contact your favorite restoration specialist, they may be able to help you craft, store and keep your plan up to date. Once the plan is created share it, talk about it, follow up and make sure everyone (including visiting staff) knows how to get to it.

In an ever-changing world, the paramount focus is on cultivating a team well-versed in best practices and fostering collaboration beyond team boundaries. This ensures that a broader pool of individuals (beyond a facilities team) is regularly engaged and prepared to respond when the need arises. Property Managers should regularly communicate with departments to verify the continued presence of designated floor wardens/team captains/ bathroom searches etc, within the company. This practice ensures seamless continuity of response during emergencies.

Embrace change, take smart risks, and push yourself to learn and grow throughout your career. If you aspire to be a leader, the most important skill will be your EQ, not your IQ. Leaders who bring out the best from their teammates will excel in the long run. Those will shine and will be recognized with incentives, bonuses and promotions.

We can always learn and improve and it is important in any situation to understand and accept that. Everything that comes up must be used as a learning tool, especially when you get it wrong the first time. Who was good at being the first responder, who was good at dealing with the insurance claims, who was good at checking in on wellbeing- everyone will have a different strength, so plan to delegate for future emergencies

Fostering an environment where the team is encouraged to engage, learn from missteps, and evolve is key to the company's growth. Recognizing that mistakes happen and establishing a culture where fear of failure does not deter responsibility-taking is crucial.

I admit I am a hard person to work with. But I emphasize big picture thinking in my training. If you know the possible outcomes good or bad it is easy to plan for them.