How to communicate with the owner

Empathy refers to a psychological experience process in which people put themselves in others' shoes, which is an indispensable psychological mechanism to achieve good communication. Objectively, we are required to connect our inner world, such as emotional experience and way of thinking, with each other and experience and think from each other's standpoint, so as to communicate with each other emotionally and lay the foundation for enhancing understanding. In the practice of property management, empathy is the most commonly used communication skill to solve endless conflicts. When there is a conflict between the property manager and the owner, the property manager should put himself in the owner's shoes, think from the owner's point of view, understand the owner's mood, guide them to put themselves in the shoes, understand the difficulties of the property manager and understand the contradictory practices, so as to solve the dispute.

For example, in a mid-range residential area, the developer has signed a contract with the property company to keep the appearance of the property beautiful, and no one is allowed to close the balcony. However, this clause is not clearly stipulated in the sales contract between the developer and the owner, so when the owner wants to close the balcony and is rejected, he is angry at the property, and many owners unite to refuse to pay the property service fee. The property company did not take the opposite approach to the owner, but considered it from the owner's point of view and tried to understand the motivation of the owner's behavior. Through many on-the-spot investigations and studies, it is found that not closing the balcony will indeed cause inconvenience and hidden dangers to the owner's life and safety because of the large sandstorm in the city. However, developers believe that allowing the balcony to be closed will affect the appearance of the external wall. After careful consideration, the property management company believes that it should proceed from reality, people-oriented, and consider leaving a living environment for the owners as the primary factor. After repeated negotiations with the developer, an understanding was finally reached that the balcony can be sealed, but the specifications and materials should be unified, which not only meets the requirements of the owner, but also does not affect the appearance of the external wall. The owners also realized that the property was forbidden to close the balcony at the beginning, which was an agreement with the developer, and it was also considered from the perspective of maintaining the overall appearance of the community and for the benefit of the majority of owners. After empathy, the two sides clarified the misunderstanding and shook hands.

Second, multi-pronged approach.

Multi-pronged approach, that is to say, it is difficult to solve the problem by the efforts of one party or one person alone. If we gather the strength of all parties and many people, the problem will be solved. The so-called "one hero and three gangs", sometimes relying on the efforts of property management personnel, can not solve the dispute with the owners, and need the joint efforts of the community, industry committees, government departments and other third-party forces to solve the problem. Compared with property managers and owners, the third party is more likely to look at things objectively because there is no conflict of interest, and analyzing the gains and losses of both parties' faults from a neutral perspective is conducive to solving problems fairly and justly. In the actual communication process, multi-pronged approach not only refers to the use of third-party forces, but also includes the flexible use of other forces, such as the reasonable family members of the owner's family and other property management personnel who are familiar with the owner.

For example, Xiao Wang, the property manager, received a complaint from the owner that someone put a coal stove to boil water at the corner of the stairs of his residential building, which polluted the air and affected the past traffic. Xiao Wang found the owner of the coal stove, Mr. Li, to verify the situation and asked him to abide by the owner's statute. Don't put personal items such as coal stoves in public areas for your own convenience, which will affect the overall environment. Mr. Li ignored Wang's words and still put the coal stove in the old place, so Wang went to Mr. Li's house three times in a row and earnestly asked Mr. Li to respect the rights and interests of neighboring owners, but Mr. Li was very stubborn and insisted on putting the coal stove there. Mr. Yao is unreasonable, but the problem still needs to be solved, so Xiao Wang thought of asking Mr. Li's kind cleaner Xiao Hu to come forward and communicate with Mr. Li to persuade him to take the coal stove home. Then Xiao Wang asked Mr. Li's mother to help him with his ideological work. Mr. Li is a dutiful son and stresses brotherhood. After many efforts, the problem was solved. Multi-pronged approach is a very positive communication skill, and one road is blocked. Try to start from other aspects, seek various forces to alleviate interpersonal contradictions, thus solving disputes and promoting community harmony.

Third, just right.

Just right, just right, not too much and not too bad, which means to do or speak appropriately. On the contrary, if one divides into two, not more than one point, not less than one point, and the sense of proportion is properly grasped, the potential crisis can be resolved and all kinds of emergencies can be handled skillfully. Interpersonal communication in the practice of property management is a complex art, and interpersonal communication is driven by interests, and more is emotion. Property management personnel establish deep feelings with owners, who trust property management personnel and care about owners, but this does not mean that they can ignore principles and sometimes have to distinguish between public and private. Otherwise, they always consider human feelings instead of principles, which will disturb the order of property management and affect management efficiency.

For example, the owner, Mr. Zhang, has always had a good relationship with property management personnel. When the property management company needed help in the activity, he made a lot of efforts. However, when he proposed to keep a boa constrictor at home, the property management staff resolutely opposed it, because there were specific provisions in the owner's statute that the owner could not keep some dangerous animals at home. If Mr. Zhang has a python at home, if he forgets to close the door one day, the python will swim out, which will bring great threat to other owners. Mr. Zhang thinks that the property management staff is too boring and not accommodating at all. The property manager explained the situation to him and said that if Mr. Zhang had any difficulties, the property manager would give him the most enthusiastic help. Mr. Zhang finally understood the practice of property management personnel and restored good relations with them. Human feelings belong to human feelings, principles cannot be flexible, and boundaries cannot be blurred. Should be appropriate.

Fourth, compromise.

Compromise means enduring temporary grievances for perfection. Compromise means reluctance, forbearance and accommodation. Everything is everything, that is, the whole, that is, the overall situation. Laozi once said, "If you are happy, you will retreat, and you will take a step back humbly." Property management, managing property and serving people, dealing with people every day is a complicated and hard work. Property management personnel provide services, but they can't look up and see the owners, and they can't bear any grievances, so the relationship with the owners will be stiff, which is not conducive to the long-term development of enterprises. As the old saying goes, "A little tolerance leads to great mischief." In real life, property managers beat the owners and have a lot of grievances with them. They can't wronged themselves and it is difficult to be perfect. Property management personnel sometimes encounter difficulties when solving problems for owners. For the sake of corporate image and good reputation, they should master compromise communication skills and win the satisfaction of owners with their tolerance.

If the shower outlet of the owner's house is too small, please ask the property maintenance personnel to come and see if there is something wrong with the water pipe. The maintenance personnel couldn't find out the reason at the moment, and the owner asked to check again, but no problem was found. So the owner was very angry and suddenly opened the shower and poured water on the maintenance personnel. The maintenance personnel re-examined the shower without saying a word and found the crux of the problem. The owner's shower has been used for too long, and rust has blocked the outlet. After the maintenance personnel solved the problem for the owner, they left the owner's house dripping wet. Although very wronged, I still chose to be calm and restrained. If the maintenance staff couldn't stand it at that time, quarreled with the owner fiercely, or packed up the tools and said they wouldn't repair them, it would inevitably cause the owner's greater anger and hostility to the property management staff.

Five, retreat for progress

Retreat for progress means making greater progress through temporary concessions. Sometimes tit-for-tat is not the best way to solve contradictions. Moderate concessions are conducive to communication. Don't argue for a moment Avoid its sharp edge, wait for the owner to calm down before further communication, I believe the problem will be solved satisfactorily, and show the wisdom, patience and confidence of the property management personnel in dealing with the problem with the communication skills of "taking retreat as progress".

If the elevator of a high-rise residential building breaks down, the leaders of the property company immediately rush to the scene and organize the customs officers to carry out emergency repair according to the emergency plan formulated in advance. After 50 minutes of emergency treatment, the elevator fault was eliminated. When the three owners got out of the elevator, the property manager explained the cause of the failure and sincerely apologized to appease their emotions. However, the owners are ungrateful, swearing and complaining to the media that the property is dereliction of duty. At this time, the owners will not listen to the leaders of the property company, and if they say one sentence back to ten sentences, forcing communication will cause greater resentment among the owners. Property leaders judge the situation and think it is better to treat it coldly. The shopkeeper was very angry. Even if he tries to communicate, the effect is half the effort. It's better to return it and apologize to the owner the next day. The next day, the leader sent people to send fruit baskets to the three owners, and explained to the owners in the form of cards that the maintenance work of the property management personnel for the elevator was in place. The elevator failure was an emergency, which frightened the owners and made them apologize. The owner's anger disappeared, and he also thought that he was too impulsive, outspoken and too harsh on the property management staff. The relationship between the two sides is more harmonious than before.