How to Become a Residential Property Manager (2)

Behind the invisibility, the responsibility of the community manager in a broad sense is to be responsible to the company and the superior leaders. In a narrow sense, it is a specific job responsibility. Residential property manager is a special profession, it is a grass-roots leadership position, but also all-round control. Some residential property managers should not only do a good job in daily management, but also play the roles of cleaning, security and maintenance. There is a saying in the property industry that all the people who do property management are cleaners. Consciousness is that the cleaning of the community cannot rely on a few cleaners. As every property manager, security guards, maintenance and administrators have the responsibility to maintain the cleanliness of the community. In the past, when we were studying at school, the school often publicized to us that we should pick up the scraps of paper when we saw them on the road. I do see some teachers and leaders lead by example, but I also see those who turn a blind eye. The quality of a team leader is crucial, depending on what kind of soldiers you bring. There are two explanations for "busy" and "idle". Some residential property managers are so busy that you can hardly see him in the office. There are two possibilities. The first is the need for work. The homework that a qualified community administrator must do every morning is community patrol. In some communities above 100 or even hundreds of thousands, a patrol may take 1 to 2 hours. Not every part of the patrol should be seen, but it depends on the size and actual situation of the community. For example, parking vehicles on the ground in the community can show whether the public security management ability and command are appropriate; Check the surveillance video to see if there are any problems in the night work of security guards, and at the same time ensure the normal operation of the monitoring center equipment. For another example, when the corridor is inspected, are there any abnormalities, such as the stacking of items in the corridor, the norms of interior decoration, and whether the pipes enter the door? When getting on and off the elevator, the cleanliness of the car, whether the cleaning work in the lobby is in place, and whether there is advertising garbage in the owner's mailbox. These are all faces, but they are easily overlooked. In small-scale communities, the role of community managers is more comprehensive. He assisted the security guard in commanding motor vehicles in the community and accepted simple repair tasks. The community administrator helps to solve the problem on the premise of having an electrician certificate. The community manager is also a receptionist. When other staff members are busy or temporarily absent, the community manager will calculate the property management fee. But there are also busy community managers, which is another kind of busy, called blind busy. Running outside all day, meeting in the company and meeting in the room. The community manager sits in the office, knows nothing, and gives it to others. Residential property managers also have "leisure" time. When they are free, they should visit the residential areas. A qualified community manager must have a book in his heart, next month's budget, this month's settlement, and do a good job in how to increase revenue and reduce expenditure. No matter whether the management mode of residential area is contract system or reward system, accounting is a basic ability of residential area property managers. We all say that amateurs watch the excitement and experts watch the doorway. The cost accounting of property management is directly related to the profitability of the project. Therefore, the community manager is the first person to "idle" the account. In cost accounting, except for the basic fixed salary of staff, the other expenses are variable. Such as equipment operation cost, daily management cost of the community, etc. The second "leisure" is to walk more and see more. The property industry has always advocated effective energy saving, but at first glance, it is not easy to achieve effective energy saving measures. As a community administrator, you should watch it in the community during the day. Look at the equipment operation consumption during the day, for example, try to turn off the lights during the day, try to turn off the water supply as little as possible or only turn on a part. The lighting in the garage of motor vehicles can be set in different areas, and the main traffic arteries can be lit. Parking spaces can be replaced by energy-saving lamps or low-power light bulbs. Electricity is used the most at night. Owners come in and out frequently and elevators are used frequently. The actual power of the elevator is related to the elevator load. The lawn lights in the community are all on, which also consumes a lot of electricity. When patrolling at night, the community management personnel should observe and keep the lights at the entrance of the main road of the community bright, and the lights at the entrance and exit gates should be bright, so that the license plate number of the motor vehicle can be clearly seen under the monitoring probe. The wattage of lawn lamps can be appropriately reduced or replaced with energy-saving lamps, and fences can be staggered. The third "leisure" is that community administrators should often communicate with owners' representatives, neighborhood committees, police and housing management offices. Although industry committee, property and neighborhood committee are trinity, the property that makes them operate as one must play an active role. Neighborhood committees, housing management offices and police stations are the main bodies of comprehensive community management. They don't burn incense at ordinary times, and it may not be effective to cram for the Buddha's feet temporarily. Therefore, community managers must do a good job as a bridge for the trinity operation. Only by being far-sighted can we make plans. The property manager of the community is the driver of the carriage. The four horses in front are security, cleaning, green protection and maintenance. It depends on the driver's skill to make the carriage run steadily. Any horse running fast or slow will affect the stability of the carriage. The so-called foresight means that you must know whether the road ahead is smooth or bumpy, and you will know when to tighten the reins and when to seize the time. Community managers are not as simple as sitting at a desk, but must have several business common sense: First, the awareness of implementing emergency plans. In the daily management of residential quarters, some unexpected events beyond the control of property management will inevitably occur, such as fire, water pipe burst, water and electricity cut off, theft and so on. If a similar emergency happens, it is very important for the community manager to command properly at the scene, which also reflects the business level of the property company. When an emergency happens, security, cleaning and maintenance personnel often need to cooperate with emergency treatment, but in order to make the three parties coordinate, they need commanders. Whether the community manager directs or not reflects the emergency handling ability and the crisis public relations handling ability with the owners. Second, internal coordination ability. Community managers are not actual operators, but managers and coordinators. Sometimes when dealing with business, there will be various contradictions such as security, cleaning, engineering maintenance, etc. The community manager should have the ability to coordinate, rather than gaining power checks and balances because of development. This idea is wrong, because whether it is security, cleaning or maintenance, their service targets are the same and specific, and they are all owners of the community, so there is no conflict of interest. If the insiders contradict each other and undermine each other, it is not conducive to the development of community management. Therefore, community managers should not treat this phenomenon as a child's play, but should resolve it invisibly. So as to improve the prestige of community managers themselves. Third, remember by heart. Although the community manager is a grass-roots management leader, a good memory can make you feel comfortable. Some security, cleaning and maintenance personnel have more information about the owners than the community manager, because they are in contact with the owners every day and even know that Zhang's parents lack information, and the community manager may not know all the owners. Some community owners simply don't know or understand who the community manager is. Even when some owners complain to the attack force of the community, the community managers are still stupefied, which is a disrespect to the owners, and the owners will think that the community managers are not up to standard. Therefore, in the patrol work, the community administrator should try to remember and pay attention to the owners he comes into contact with. As a community manager, he should have a notebook that can be recorded at any time and sorted out afterwards. Because of the complaint, the owner prefers to contact the community manager directly. Therefore, it will be helpful if the community manager is familiar with the situation of the community owners, such as personality and temper, and what kind of tone or handling method to adopt. The service industry often says that a word can make people laugh or jump. You can forget an employee's name for a while, but remembering the owner's information is more beneficial to your work.