#glenntwiddle

Real Strategix was fortunate enough to have a one on one (well until Jeff Fenech butted in) interview with Glenn Twiddle.  We have asked the questions you may or may not WANT to know the answers to – even the secret questions with Naomi that Glenn did not know about are at the end!

 

 

  1. Are you a boxer shorts, long john or nude sleeper? All of the above depending on availability or lack thereof!
  2. How old were you when you had your first kiss ? – mmmmm I think about 15.
  3. Was it a girl or boy ?  laughing, such a modern question, not something a boy of 15 even thought about in the 80’s in Ipswich, but yes, it was a girl.
  4. What was your first pet – Cindy a dog. What kind of dog? Urm Fluffy, I was 6 or 7 I don’t think I ever asked my Mum what Cindy was.
  5. Who was your first poster of? – Arnie of course, and you know what, I still have those posters now, and on the wall, but now they are signed! I still find it unbelievable that I now socialise with him, work with him, I’ve been to his house! Just seems like my Mum will wake me up and I’ll be back in that childhood room and just have dreamed it all.
  6. If your house was on fire would you save Naomi or the Arnie poster first? Naomi of course, she is amazing, I might have had these mad business ideas but shes the one that executes it all and makes it happen. So like that saying, behind every great man is a great woman? In her case the opposite, she makes it all happen
  7. Do you have siblings? Yes, one of each and I’m the oldest. Ahhh, so did you bully your brother then? (Laughs), of course, he is only two years younger, so as kids he was old enough to want to compete with me with at everything, but too young to beat me at anything. How about now? My brother is so happy, he has a simple uncomplicated life, he teases me now as I am always on the go and never stop!
  8. If you had hair how would you style it? When flat tops first came out that was all I wanted, I was obsessed with them, in fact my Mum gave me my first flat top and that was the longest ever day at school and my first visit to a barber to do it properly straight after! You should tag my Mum, she’ll remember that!
  9. When you went to Cabo, Mexico do you remember any of it and what was your drink of choice? That was on my own, Naomi and I have lots of holidays and what I do remember of it…. Sammy Hay from Van Halen has this club there… Cabo Wavo and they serve this cocktail called a Wavorita… and the service is amazing, they just bring them to you, over and over, even if you are in the mosh pit dancing! Anyway, I remember up to lunch time. I have never ever blacked out from alcohol except that one time… I woke up the next day with no recollection but wearing a Hulk Hogan t-shirt signed by Sammy Hay!  I’m a big fan, I am really hoping to get back there for his big birthday bash but I can tell you, Caucasian brains should not touch tequila based cocktails, and I won’t be touching them again!
  10. Who would win in a fight Arnie or Jeff Fenech? Well firstly they are both the sweetest guys on the planet so it wouldn’t ever happen…. but… well Jeff is really in shape and a great boxer, although Arnold was telling me once about when he met Mohammed Ali and they would try to push eachother over…( Jeff in ear shot yells “I’d win!)”.… Ohhhhhh Arnold teases me about getting into shape, and I saw him in the gym a while back and Arnold is still so strong and in shape!
  11. It must be amazing being around someone so famous? As I said, I still pinch myself, and I think if this d1#%head from Ipswich can do it, then anyone with the drive and dedication can do it, it’s like bloody hell, its a a one in a million thing, and I am that one..and it’s also about getting the most out of events and the speakers that inspired me, following the advice with determination and really hard work and look where it got me! The opportunity to work with people like Arnold or Richard Branson, people I admired as a kid and then read more on as an adult. But you know what, it’s also testament to those people, they are famous, but they are human, they are gracious in the way they treat their fans.
  12. You must be so busy preparing for Sydney? I am so excited, I think it will be the best one I’ve ever done, especially with the amazing speakers we have!

From Naomi (by secret spy Lauren)

Naomi believes his first pet was actually his Arnie poster which is actually STILL in their bedroom ABOVE the bed – except it is now signed.

His first kiss was with his high school sweetheart , Sharon

His middle name is James

His favourite holiday destination is actually the Maldives – but he doesn’t know it yet…..

 

CHECK IT OUT EVERYONE!  http://www.totalsuccess.com.au/

Rebecca Hill – Real Strategix

 

 


The job title Property Manager has the word “MANAGER” in it.  How do you generally get to be a Manager in any industry?  With hard work and dedication and climbing the ladder – blue collar or white collar.

I know most states of Australia have different legislation and course structures to obtain this title. But in general, all Real Estate courses only take an average of 3 or 4 days in a classroom setting and they are completed.

Wow!  3 days and I can be a MANAGER.

We have spoken before that the job of a Property or Asset Manager is gruelling and that newbies get extremely overwhelmed due to varying factors which have been outlined as follows:

  • How to deal with difficult situations – This is a personality trait that is learned by being put in extremely difficult situations where you are abused, sworn at and intimidated. This simply cannot be learned from a 3- day course.
  • Lack of training – This comes back to Principals being responsible for providing the team the type of training and quality of resources needed to make the title of Property Manager easier and supported.
  • The hours – No Property Manager has ever said, “I can just have a day off and the work fairy will come and do everything for me” ….
  • Technology – The amount of different systems it takes to run a Property Management department efficiently is overwhelming. These systems include Trust accounting software, inspection software, application trackers, specific software for CMA’s, listing software, Word processing software and of course learning the Apps on the IPad.
  • Extensive legislation –Australia has extensive and comprehensive laws. This cannot be taught in a 3 day course.

I could go on and on with how tough the job really is.

The epitome of the medical world is a brain surgeon.  Does he just finish his general training and start cutting into people’s skulls?  No, he continues to study and work his way up the corporate ladder.  He continues to train in different specialities until he reaches his goal.

Consider obtaining a driver’s license.  Even while learning, you must put an “L” plate on your car to advise everyone that they need to be cautious around you because you are still learning.  When you complete the required hours of driver time, you then must pass the written exam.  If you are lucky to pass the first time, you then obtain your driver’s license.

But when you get your license you still must have different colour “P” Plates to again let others around you know you are new to driving and that you have a few certain driving restrictions such as cylinders in a car, blood alcohol limit and number of passengers.

Obviously, driving can cause death hence the restrictions and cautions. However, Property Managers have a duty of care to make sure the property and the people residing in the properties are safe.

We have all heard the horrifying stories with relation to certain certificates not being obtained resulting in death in relation to pool safety and smoke alarms.

So tell me then, why don’t we have “L” plates and “P” plates for our Property Managers?

Lauren Kropp

Director

Real Strategix


When you are carrying out your routine inspections, what is your focus? Are you inspecting the property wearing blinkers and only looking at the way the tenant is maintaining the property or are you proactive, detailed and thorough?

During a routine inspection you need to understand that you are the eyes for the owner. They are paying you a management fee for you to professionally manage their property and to provide feedback to protect their investment, maximise income and optimise capital growth. On many occasions, owners often do not visit or see their property for years at a time and are relying solely on your feedback.

If a owner was to visit one of their properties tomorrow for the first time in five years, what would their reaction be? Have you kept them updated on the condition (explaining that they must expect wear and tear and that items such as carpets, window covering, painting, etc. will need to be replaced every 4-7 years) and required renovations needed at the property?

There are four main reasons for carrying out a routine inspection:

  • To ascertain if the property is being maintained by the tenant in a clean and tidy condition
  • To advise the owner of any repairs and maintenance that may be necessary
  • To suggest future renovations or improvements that may be required
  • And most importantly, to ensure that the property is secure and safe for the tenant to live in

You have a duty of care to the owner to carry out regular routine inspections and to issue a written report.

Do’s & Do nots when carrying out inspections

Do…

  • Be upfront and honest about the condition of the property.
  • Take your time and be thorough when inspecting the property.
  • Provide a detailed written report to the owner.
  • Go the extra mile and include photos with the written report, it is becoming an industry expectation now.
  • Follow up maintenance or improvement suggestions with the owner.
  • Have a disclaimer on your written report stating that you are not a qualified builder, electrician, pest control or pool inspector.
  • Recommend that the owner engages the services of the above professionals annually.
  • Highlight that the inspection is a visual inspection only.
  • Have a system in place to ensure that no properties are missed (It is Murphy’s Law… the one you didn’t inspect, will be the one that causes you problems).
  • Explorer different technologies and Apps to make the process more streamlined.

Don’t…

  • Presume that if the property is run down it has always been that way.
  • Be afraid to let the owner know that maintenance is required from fair wear and tear. Properties are going to require upgrading. It is not your fault that the carpets are getting old and worn or the walls are becoming marked.

What to look for when carrying out a routine inspection…

Start the inspection from the outside of the property. When walking up to the property, look at the external condition of the paint, walls, roof, gutters, fences, gates, driveways, gardens, etc… You are not a professional tradesperson; however, you are being paid to be an observer of common/obvious faults and repairs. When carrying out routine inspections, the following listed areas can easily be overlooked and are more likely to lead to a liability (injury) claim should there be a fault.

Check to see ‘visually’…

  • That all balcony railings are secure
  • That the gutters and downpipes are secure and clean
  • That steps and balcony floor boards are secure and free from dry rot or mould
  • That there are no leaks under the kitchen sink, bathroom cabinet or from the hot water system
  • That there is no mould build up or water damage on walls or ceilings
  • That fences and retaining walls are not wobbly or falling over
  • That all property locks are reasonably secure – especially pool fence/gate locks
  • That light fittings and power points are secure and not hanging out of their socket
  • That there are no tears or ripples in the carpet
  • That window panes are secure
  • That there are no dangerous obstructions on the property,
  • to name a few.

When carrying out your inspections, take the approach of, “If this was my investment property, what would I want to know?”

By Debbie Palmer
MANAGING DIRECTOR
ppm | group      www.ppmgroup.com.au

Author, International Speaker, Trainer, Consultant, Coach, System Designer, REIQ Gold Coast Property Manager of the Year 1996 & 1997, State Finalist in 1998 & Gold Coast Finalist in 1999.

Debbie celebrates more than 27 years’ experience in her property management career. She is the founder of the PPM Group, a national company that encourages and supports business development opportunities within property management departments through the development of procedural systems, coaching, live training broadcasts and learning resources.

Debbie is dedicated, passionate, focused and offers a youthful approach to property management. She guest speaks with thousands of property management team members and principals each year around the nation and overseas on how to improve profitability and productivity through the implementation of systems and strategic human resource management planning. She is well respected in the industry and has dedicated her working career to improving the mindset of property managers as well as the day-to-day internal operational procedures.

She is a mum of three children and enjoys a healthy family work-life balance.


When I began Real Strategix 3 years ago, as a first-time business owner I was overwhelmed by the amount of preparation and setup that I had to do.  As most of you know, it was a very stressful time and there was no way I could think about Social Media.

I didn’t know exactly how social media could help my business.  I knew that I needed a business Facebook page and then I would ask all my “friends” to like it.  YAY!  Within a week I had 100 likes on Facebook.

And then it all stopped.

How on earth could I get more “likes” on Facebook?

It was great that my aunty, mother- in- law and the neighbour down the road liked my business page. But in showing me support, does that mean they need Temporary Property Managers or Consulting?  What exactly is the point of liking my page outside showing their unconditional support?

I found Facebook groups where if you join, tag your business and like their page, they would like your page as well. EXCELLENT! Now I had 200 “likes” from all over the world. However, I still had dubious likes from people who would not be interested in our services.

It was then that I was advised by a contact to set up a “Personal Business Profile”. This way, people I knew in the real estate industry would friend me and we could like each other’s page. WOW – another 50 likes; this time GENUINE in nature.

I cannot tell you the amount of assignments we have been given due to the power of social media.  Just last week, I was personally tagged 7 times in one post for someone needing assistance in our area of expertise.  This was extremely humbling and to be honest, darn right satisfying. To top it off, we were awarded the assignment by the client!

I would much prefer to have a smaller number of genuine likes on our Facebook page than have a large number of followers that would have eventually blocked our posts.  Wouldn’t you?

Lauren Kropp – Director


By Nick Buick of TheOnsiteManager.com.au

One of our core services at TheOnsiteManager.com.au is to assist managers selling properties within their complex. This is a vital service for managers as it allows them to grow and retain their letting pool, compete and guard against outside agents, and generate additional (and considerable) revenue through sales commissions. To this end, we provide all the tools, databases, contracts and paperwork needed by the manager. We also allow the manager to market the sale on all the major portals around the country. We don’t charge any commission (at all!) to do this which makes our service hugely popular with over 370 managers engaging our agency for marketing. And why wouldn’t it be, when you consider selling a listing isn’t that much different to renting one. There’s one recurring question, however, that first-time selling managers ask me when they come on board: How do I acquire the disclosure statement for the sales contract?

That’s an interesting question, how do you get a disclosure statement?

It’s the lot owner’s responsibility to provide the disclosure statement to their agent. When completing a POA Form 6 (Part 4.4) the on-site manager generally includes a condition to the effect that “The client authorises the agent to order, and sign, the Body Corporate Disclosure Statement for the purposes of contract preparation and presentation to the buyer. The Body Corporate Statement will be ordered at the Client’s expense”.

In order to procure the disclosure statement you can start by contacting the Body Corporate management company. If the listing is in your own complex, you’ll no doubt already know who this is. If not, ask your vendor for their last BC minutes or fee statement, and this will tell you who the company is. It might pay to reach out to this company and just ask them how quickly and how much a disclosure statement will cost from them and give them a heads-up that you’ll be needing one soon.

Keep in mind that the Disclosure Statement can’t be more than 1 month old, so there’s no point getting this statement prepared from the outset as the sales process will probably be longer than 30 days. Instead – get a copy of the most recent BC Levy Notice (hopefully showing a zero balance) from the owner, along with their latest Water and Rates bills, also all paid up (hopefully!). These will furnish your prospective buyer with evidence of the outgoings and the account standings at the time of the inspection, without having to spend money on a disclosure statement from the outset.

Also get a copy of the BC Financials and Minutes for the previous year and while you’re speaking to buyers you can make mention of all the things that have been paid for in the building. “We just painted the entire building six months ago, the lifts have all just been upgraded they’re good for another 20 years, the sinking fund is flush with cash, etc, etc”. Being an onsite manager, you’ll be armed with far deeper knowledge of the operations of the body corporate and the building than an outside agent, so use this when you’re selling! Buyers will be impressed you have such a deep knowledge of the complex. Likewise, your knowledge of rentals within the complex will dwarf that of outside agents, so be sure to explain all about the management situation in the complex – as an investor, it’s refreshing to encounter an agent who understands the needs of investors – few real estate agents seem to be able to do this in my experience.

When presenting this information to the buyer, you can explain that you will, of course, have prepared a full disclosure statement from the Body Corporate, but it can’t be older than 30 days so you’ll do this and have it attached to the contract of sale. If you’ve had such a statement prepared in the past, it might pay to show a copy of this to the buyer also so they can see an “INDICATION ONLY” of what to expect. All-in-all, the statement should only take 3 days to prepare so it shouldn’t cause any real problems for genuine buyers.

An interesting strategy I’ve seen managers use very effectively, is to present the buyer with an ‘Offer Document’. This is a very simple and unimposing 1-page document that allows the buyer to jot down their name, postal address, email, phone number, and the details of their solicitor along with how much they’d like to sign the contract for. You can whip this out on the spot and, although it’s not legally binding, in the mind of the buyer, it implants them into the sales process and gives you a stop-gap-measure while you prepare the sales contract and disclosure statement and get these out to the buyer and their solicitor for signing. It can also ensure your sales contract is nice and clean without pages of crossed out offers scrawled all over it.

Preparing the sales contract is one of the big psychological barriers new managers have to selling in their complex, but it isn’t difficult or complicated. RealWorks will deliver a perfectly formatted sales contract using the latest QLD Law Society template in a matter of moments, and a good Body Corporate management company will produce your disclosure statement quickly and affordably. It’s not as difficult as you might think. Good luck!

Special thanks to my own onsite manager: Heather of The Nouvelle; for helping me put this article together.


Outsourcing is a word which some Real Estate offices liken to religion – you just would not dare bring it up at the dinner table.

Property Managers are extremely passionate and opinionated. Meanwhile, all of you believe you know the BEST way of doing things or at least a way in which a task could be better managed.

There is no crime in that.  You simply care for the industry and want your office to be successful.  To be successful you have to have systems in place and systems need money. I know firsthand how hard it is to get Principals to open their wallet.  “It will increase productivity, it will increase profits, it will stop me drinking a bottle of wine each night” ….nope…you will still drink the wine but nice try…

Outsourcing costs money.  Many Principals look at outsourcing tasks as YOUR job. The Property Manager does the routines and/or the trust accounting or they employ someone to solely do that role.  I say “get with the times”.

When I began in Property Management in 1997, I would type a lease on carbon copy document with a type writer.  There were no such things as pool or smoke alarm compliance.  A lease was 2 pages long and there was such a thing as a holding deposit.

As times have progressed and legislation is much more comprehensive, agencies have to progress with it.  The demands on staff are just too high and if one thing is forgotten, it will generally cost the agency a minimum of a few hundred dollars to rectify.

Why not appoint specialist to perform these tasks; specialists with their own liabilities and own skills?  Would you ask your husband to install a new kitchen light or your wife to replace the hot water service?

You may think this is a little far-fetched as these types of jobs are done by trades who study for 4 years.  However how many times do we all read articles about the OFT placing agencies into involuntary liquidation or arresting staff for fraud as they have been mismanaging a million-dollar trust account?

One million dollars.

You are responsible for a one million dollar trust account and you allow an unqualified 24-year-old Property Manager to receipt the money and send it to the owners each month?

These tasks need to be outsourced to reputable trained specialists who do this day-in day-out just like an electrician installing lights.  Of course, this will cost your office money. However, it could stop unnecessary problems from occurring in the future. It will also free up the time of the team member who can now focus on what they were employed for which is to Manage the Property.

Protect your asset.

Lauren Kropp

Director Real Strategix.

 


We have all seen the show “Undercover Boss”.  There have been two instances over the past 2 years that I have placed myself in the relief management/temp world as an “undercover boss”.

What is it really like to be a relief manager?

“Easy” you’d think.

You just come in, do your job, leave at the end of the contract and get paid well.

You are greatly mistaken.

When I first put the feelers out about starting Real Strategix Relief Management Program it happened by sheer accident.

As you quite possibly know I am a Trainer. I have over 15 years’ experience in all aspects of Property Management, trust accounting and consulting.

I kept receiving calls from associates in the industry asking if I knew a Relief Manager. So I thought there is no way I can actually make my new business venture work unless I “Live it myself.”

Relief Management is different than Real Estate temping (which we also do) as relief managers are generally placed “alone” with no one to turn to. Many managers go overseas; some on cruise ships and you are given a half day handover if you are lucky.

I knew that due to my own professional experience that “I got this”. Admittedly, it was hard for me to take my consultant hat off and put my “Relief Manager” hat on. I knew I had to step up and be a Relief Manager if I wanted others to do so for my business.

I thought I was extremely over qualified for the job at hand. It was hard for me to sit in an office alone and just twiddle my thumbs.  It was a permanent complex with no office hours so I just sat there, waiting….

The first particular office did not know the extent of my background and had just heard through the grapevine that I might be interested.  They knew that I was a former property manager who was a new manager consultant and they trusted me with their business.

“I got this”.

Then the twiddling of the thumbs stopped with one phone call.

“Hi! I am Tash and the owner said that I could break my lease if I needed to because my husband was in the army and I may have to relocate.”

“Ok Tash that is fine. But you understand there is a break lease fee and you have to pay rent until the new tenant moves in and …”

And then “Tash” lost her banana peel…. She was livid, screaming at me that I should know; the notes should be there that the owner agreed when they moved in….bla bla bla…

There were no notes. I went through the software; files, emails and had to tell Tash to do same (she could not find anything in writing either). As far as legislation and her lease agreement showed, Tash was responsible for those payments.

Over the case of the 3 weeks I met many more Tash’s and it was then that I really understood the difficulty of being a Relief Manager.

Like Tash initially told me; when her head spun on her shoulders and smoke came out her ears, that when the onsite manager returned “yes Tash was right” it was a verbal agreement.

The owner somehow forgot to mention that to me…funny that.

As a Relief Manager, all they have to work with are the facts and what is written in front of them.

I am trained in 8 different trust accounting software and can tell you every one of them has a “notes” section and if you are not using it, it is what we call “Tash times”.

It is now the time to start.

Relief Managers are increasing their prices due to this very fact. They come into an unknown situation more like a private investigator. However, if resorts and complex owners are not diligent with their note keeping they are basically getting paid to be yelled at by Tash.

When Real Strategix receives a relief management enquiry, the first thing we tend to ask after the basic questions is if you have a “relief management bible” or a go to book.

If you have never had a property sell under your management or had to do an insurance claim or apply to QCAT for abandonment or have a guest destroy a room – I guarantee it will happen when a Relief Manager is there.

They need to know what you want them to do in this instance (yes a lot of it is legislation and they will know that) but “how much are incidentals, who is building insurance and with, the tractor that takes the bins out has broken down – who will fix it?

Start your bible NOW!

I also guarantee that you will NOT be 100% happy with your relief; they will do something different that you as a manager would not do and you will not be pleased.

But remember THEY ARE NOT YOU; they haven’t run the resort for 4 years.  They are there to help make your life a little bit easier so you can enjoy your holiday!

ONCE AGAIN – MAKE SURE YOUR RELIEF MANAGER HAS PROFESSIONAL INDEMNITY INSURANCE!

Undercover boss, over and out……

 

Lauren Kropp

Director

Real Strategix


Increasing your fees

A Form 6/20A gives you the right to state your fees and you are free to negotiate these within legislation.  Of course there are industry standards which need to be reflected however as you are not a Real Estate Agent you simply cannot say “oh well we didn’t get that one, we will try for the next”.  Most of you can only obtain managements from within your complex.  When you miss out on one ….it hits you hard.

In saying that you need to believe in yourself and your ability and not undersell yourself. Inflation is a term that we are simply used to hearing along with the GFC.  “The pair of jeans I bought last year just isn’t on sale this year due to inflation”……..”We have not had a price increase in 5 years and therefore due to inflation we have had to increase our cost.”  Sound familiar….

Why can’t you do that too?  Surely you have purchased new booking software, PABX system, procedural system, stationary something that makes your service compliment your fee structure.

Below is an extract letter from our Manage It Right system that you can use if you wish to increase your fee.

 

RE: INCREASED FEE – (address)

Firstly everything is going well with your investment property.  The tenants are paying rent in advance and we have had no complaints. 

 We value you as a landlord and would like to thank you for choosing us to manage your property.

 We pride ourselves on offering a superior level of service and have made the decision that due to this we have reassessed our current fee structure to compliment the service that we offer you.

Our fees have not been reviewed in quite some time, they have slipped below industry standards and you will find a new management agreement with these fees outlined on (PAGE number)

 Please sign where indicated and return the new agreement to me at your earliest convenience.

 If you have any further concerns please do not hesitate to contact me on (email/phone number).

 Yours sincerely,

 

This leads me to industry standard…..

MANAGEMENT FEE:  QLD & NSW Permanent rentals can drop to as low as 6.6% however industry standard is still 7.50% Adelaide is about 8.8% and WA is around 9.35% (all plus GST), Holiday QLD is still approximately 12%.

Please keep in mind this fee is property negotiable – If the property requires a lot of maintenance, the owner needs to keep the rent low or the owner is simply difficult….more stress and work for you = get paid for it!

LETTING FEE: QLD is one week’s rent plus GST other states can and will charge up to 2 weeks plus GST.  If it means gaining a new management try and negotiate to half a week’s rent plus GST.

LEASE RENEWAL FEE:  This is the most undercharged fee of all…and easiest to obtain.  Almost as much work goes into a lease renewal than a new tenancy.  How long will you spend on administration, getting smoke alarms checked, liaising with owners on rent increases?

Industry standard is anywhere from $55 to a full week’s rent in some states.  Personally I feel a full week is too much as you have not had to do the application process for a new tenant however half a week’s rent I believe is fair considering the amount of hours it would take and you need to cover a wage to perform the task.

Many of you will not be charging this.  Based on $150 per property, if you have 30 properties under your management and each tenant renews every 6 months – you have given away $9000 per year.

ADMIN FEE:  $5.50 minimum as great as $12.00 per month

ROUTINE INSPECTIONS:  These are not commonly charged in Management Rights due to “you don’t have to go far shouldn’t it be covered under your management fee”.  I tend to agree…however there would be nothing wrong with you charging a small administration cost for the report…i.e. $11.00

TRIBUNAL, REFURBISHMENT & INSURANCE FEE: Industry standard remains at $55 per hour.

Remember to ‘sell’ and believe in your ability.  I guarantee when you roll out these fees that you will get phone calls from disgruntled owners, however if you can justify the reasons you will surprise yourself.

If you would like any more information or just want to discuss possible outcomes please don’t hesitate to give me a call.

Lauren Kropp – Director – Real Strategix.

 

 


Unfortunately, in this day and age, it is almost necessary for a Property Manager or leasing consultant to complete a course in self-defence along with their registration.

I began asking Property Managers if any have had scary encounters whilst at a tenant’s premises.  Statistically speaking, 1 in 5 had some sort of scare.  I personally, have been pushed against a wall, whilst carrying out an exit inspection, by the outgoing tenant.  This drew me to the conclusion to NEVER agree to conduct the inspection with them present.

Routine inspections, if carried out correctly, should be fairly straight forward and the tenant should, in most instances, be aware that you are coming.  However, if a tenant forgets or simply did not get the notice, when a Property Manager turns up on their door step they are instantly frustrated, mad, and unhappy that you want to come in.   This is your fist decision in safety.

1) Enter and be prepared to be abused or put in an uncomfortable situation or 2) apologise and ask them when it suits for you to come back.

The first option is the safest, but this scenario could also be avoided if you have a team member make a courtesy phone call, or even an SMS, the day before the inspection to remind the tenant.  This way you will not have to be put in a threatening situation, or have to reschedule, and your inspection dates can stay on track.

On occasions, you will enter the property and find no one home – until of course you open a bedroom door and find them sleeping.  If you continue to carry out the inspection you will be putting yourself in danger.  If the tenant wakes up they may think you are an intruder and attack you, so in this instance it is best to leave a card on the bench or at the front door on your way out, and contact them by telephone later that day to explain and reschedule.

We are entertained on a daily basis, as Property Managers, as to the different types of personalities that we come across.  A Property Manager is really a “Problem Solver”.  Sometimes the tenants we deal with will not be happy with the way we solved the problems and will instantly take a dislike to you.  These types of tenants still need routine inspections carried out.  Every office should have a policy that if a Property Manager does not feel comfortable going alone to a certain property that another staff member attends also.

If, at any stage, you do not feel comfortable going to a property alone, you MUST discuss this with your Department Manager, or Principal, as there is nothing more important than one’s own safety.

At times, however, you may not know you are about to enter a threatening situation, so  below are a few tips that you should always do before, and while at, EVERY routine inspection.

  • Check the history notes in your trust accounting software. Generally speaking if a Property Manager has had a threatening situation before with a tenant, they will have logged notes.
  • Colour Flag the office copy of the key.  Create an office rule that, if you have an aggressive or abusive tenant, a little red tag is put on the set of keys, so that if a team member or a tradie is going to the property, for any reason, the flag is already raised.
  • Have your office on speed dial and always keep your mobile phone in your hand/pocket for ease to call.
  • Keep the front door open so if something happens, you can make a quick getaway. I personally tell the tenants if they are home that “our office policy is that the door remains open at all times for personal safety reasons, and that I am not singling them out we just keep our policies streamlined across the board – I then make a joke to lighten the mood that I would ask the same from an 80 year old grandma, especially those with walking sticks!
  • Always call out twice when you “partially” open the door yourself, and wait at least 60-90 seconds before entering. This will allow someone time to get to the door if they were up the end of the house, or you will find out if they have a dog in the house that may attack you.
  • Ask the tenant on the phone call /text the day before the inspection to please make sure all animals be tied up outside as you need access to the entire property (this will keep the savage dogs at bay)
  • Ask your Principal to send you to a self-defence course – this is not a joke. An employer will want you to feel comfortable and to be able to protect yourself.

The most important thing to remember is that you know your gut feelings better than anyone else and, if for one slight second you feel uneasy make an excuse to leave immediately.  Illness is always a believable excuse, something as simple as “I am sorry but I do not feel well at all and I have to leave, the office will be in touch to reschedule.”

If, of course, your office does not want their Property Mangers carrying out Routine inspections, companies such as Real Strategix can do them for you.

 

Lauren Kropp

Director

Real Strategix

 

 

 


The main reason that I am called to consult in management rights offices is organisation.  You have just completed your RLA course and purchased your management rights…..how hard can it be?

Whether you run a holiday resort or permanent complex, have 15 or 80 in your letting pool your work load will increase if you do not have an organised work place.

Many years ago we would have been able to run an office without a computer but these days due to the severity of fines from legislation requirements we are thankful to have the use of computers.  The first step in organisation is obtaining software that is easy to use.  Over the period of a year most subscription based software companies will charge in excess of $1000.  This may seem like a lot but for what you receive in return it is well worth it.  It is also tax deductable. There is no point in paying the subscription without the correct training and correct training leads to utilising the software to its maximum potential.  You may think that your simple to use trust accounting software is just there to receipt and perform your end of month…..this is not the case.  Most programs assist you with your maintenance, arrears, RTA forms, booking confirmations, and also have the ability to merge all tenant/guest and owner information to your letters that are on your computer.

Which leads me to the second item that will help you with organisation.  Your office system… obtaining or creating your own letters and forms that you can use on a day to day basis.  You may be lucky enough to purchase Management Rights with an extremely helpful outgoing manager that may have left behind their letters for you to use…..for many though this is not the case.

Property Management will throw twists and turns at you on a daily basis and a lot of the time it is the administration tasks that are the toughest.  You are beginning end of month process on your computer while you have the tenant from unit 1 on the phone complaining about the tenant in unit 2 and in front of you is a prospective tenant/guest who wants to register their details.  If you are an organised office you will have a ‘complaint register’ form which can easily be emailed to the tenant of unit 1 to complete, whilst on the phone you can turn around and hand the prospective tenant a ‘seeking property’ form to complete which leaves you to carry on with your end of month.

Having the tenant/guest complete these forms helps you in two ways…..1) the information is in writing for future reference and 2) your time is precious and you can deal with the required action once you have prioritised it.

If you do not have the time to write or create the required forms or letters yourself there are industry professionals such as Real Strategix that will provide these for you for a small amount of money which again is tax deductable.

Item 3 – Everything has a place.  I do not mean sticky notes have a place all over the desk and up the wall.  “I know I wrote it down on a sticky note” and you look up and you see your desk and side of your computer screen covered in sticky notes.

My advice is to have two desk trays.  One is your ‘in tray’ for work that needs to be completed and the other is for important documents that you need to get your hands on quickly.  (i.e. – tariffs, by laws etc.).   EVERYTHING else needs to be in your filing cabinet in labelled suspension files or ring binders.  It is time to write that RTA bond cheque and now you need to attach the bond lodgement forms….where are they?  Rather that search the property files for them or the pile on your desk, once they are signed put them all in a folder labelled “bonds to be lodged”.

Once you have attended to the above three items you will notice your productivity increase, your stress levels decrease and you will have more time to spend with your loved ones.

Management Rights can be extremely daunting and you will find that it isn’t just your office in a mess and other managers feel the same.  The quicker you get systems in place the more confident you will feel.

If you would like any more information or simply need Real Strategix help with any of the above please do not hesitate to contact us.


We have all had them.  They are the ones that when the receptionist says “Sue Jones is on the phone”…..you shudder and say “tell her I am not in”.

Unfortunately with a tenant like that….they will not go away.  They will not forget why they called and the longer that you leave returning that phone call…..the more disgruntled Sue Jones will be.

Unfortunately when a tenant is irate or disgruntled the saying “out of sight out of mind” definitely does not come into play.  The saying that seems to work the best in these cases is “actions speak louder than words”.  Confront the situation and advise the tenant what steps you have taken to show that you have ‘listened’.

Generally a tenant just wants to be heard.  They want to feel that their issue has been addressed.  These days’ tenants seem to have a lot more rights than they did 10 years ago and they know what these rights are.

A few years ago I had a tenant 30 days behind in rent crying to me that I was mean throwing her out on the street……2 days later I spotted her in the local pub feeding $50 notes through a pokie machine.

Unfortunately as agents, situations like these are frustrating.  We have to follow the correct procedures in legislation however as hard as we try and explain it to our landlords, as far as the landlord is concerned we have not done our job properly.

The definition according to Wikipedia of ‘Property Management’ is “Property management is the operation, control, and oversight  real estate as used in its most broad terms. Management indicates a need to be cared for, monitored and accountability given for its useful life and condition.

From my experience the definition of a Property or Onsite Manager can be summed up in 2 words PROBLEM SOLVER.

As with any problem comes a solution.  For the solution to be exposed the key is ‘people skills’.  As hard as it is in many cases the only thing that will calm an irate tenant down is to simply listen.  If you show anger or frustration this will only escalate the situation.  If the tenant is interfering with your place of business (i.e. – screaming at the reception desk) simply ask them to please come outside to discuss this and give your receptionist the look of “get ready to dial 000 if I am not back in 10 minutes!”

Strangely enough there is nothing more calming to a tenant if when they are angry you nod your head and smile back whilst uttering “I understand your frustration”.  I have implemented those words in EVERY confrontation with a tenant that I have ever had over the past 10 years and it has calmed the situation down EVERY time.  You are not saying that you agree with them or accepting fault you are simply saying that you understand that they are frustrated (which is evident by the way they are speaking to you).

Threatening a tenant that you will end their lease or increase the rent (besides being unethical) will only make matters worse as the tenant will “call the RTA” or “their very good Property Management friend” and then the argument will start with another source or with advice from a third a party.

In this day and age with violence seeming to be only increasing you need to be looking out for your safety and also that of your staff.  People are extremely unpredictable.  A number of years ago I was evicting a tenant who was extremely unhappy to receive the notice to leave that I had issued. She must have been waiting by the office for me in her vehicle as part way home I noticed I was being followed.  She then pulled up at the traffic lights behind me where she waived a knife at me.  Needless to say I drove to the nearest police station.

I urge you to take care in your place of business and give the phrase “I understand your frustration” a go.

One final thing…..the tenant with the knife was also the tenant feeding $50 notes into the pokie machine!!!

If I can be of assistance with any situation please don’t hesitate to contact me.

Lauren Kropp

Director – Real Strategix

info@realstrategix.com.au