Building Management Hawaii April/May 2014 - (Page 50)
If we're not pulled together, neither are our buildings.
At BMH magazine, we know that managing property in Hawaii isn't easy. For that
reason, we've dedicated this page to you. We invite you and your peers to use it as a forum
to address common problems and share insights that may help you in your profession.
In this issue we call on the expertise of The Waipuna residential manager Ralph
Shumway, ARM, an award-winning, 20-plus year veteran of residential management. His
involvement in fundamentals education and community affairs has served him well in the
challenging field of property management.
et's face it; we wear a lot of hats in
the management game. From facility
caretaking to psychological counseling
to disaster preparations, the myriad of
duties, tasks and responsibilities we
shoulder seems endless. The longer
one plays this role, the discoveries of
new areas of attention and planning
continue to grow.
As we manage residents or
clients, high-rises or townhomes,
chillers or spalls, we find that at
the core of greatest efficiency and
mastery is in how we manage
ourselves. To accomplish the goal
of captaining our ship, we must lay
down a foundation of operating
procedures and professional persona.
Far be it for anyone to be
so presumptuous to tell another
manager how to do his or her job.
Organization: Consider planning
out your tasks, deadlines and
events at least a month in advance.
Keeping to an up-to-date, written
monthly maintenance schedule is
a must. Prioritize what you need to
accomplish each day and do those
tasks without delay. Phone calls,
requests and emergencies often
interfere with what we planned to
Documentation: Keep a daily log
of your activities and a separate log
for maintenance projects. Consider
keeping a "harassment" log detailing
resident or client threats, histrionics
or unreasonable demands. Include
dates and unemotional accounts of
the events and histories behind the
harassment. Standardized incident
reports for resident violations and
standardized letters sent to correct
violations minimize perceptions of
prejudice or favoritism.
SOPs: Standard operating
procedures (SOPs) for daily
activities, resident and building
situations, and emergencies are the
key to a smooth-running facility
and community. Don't wait for a
situation to happen before figuring
out what to do about it. Prepare for
emergencies and document those
protocols. Don't wing it! You need
to have written procedures in place
for your building systems, security,
resident situations and staff.
Attitude: A wise person once
said that one's life consists of 20
percent reality and 80 percent
attitude. A manager's unwritten
primary responsibility is to foster
a sense of community and to
perpetuate the perception of control
and confidence. Don't just do your
job; expand the boundaries of what
you can do. Never quit attempting
to improve your property and
personal performance. If problems
or situations spur on anxiety,
use that negative energy to your
advantage in figuring out solutions.
And be wary of stagnation, for this
profession can be very unforgiving
for even the best of managers.
We all need to develop our own
style and skills through experience
and dedication. But in the course
of your daily adventure in building
management, ponder these
fundamentals in self-management:
Table of Contents for the Digital Edition of Building Management Hawaii April/May 2014
Editor’s Note By Stacy Pope
Hawaiiana Hits The Big Five-0
CONCRETE Restoration and Repairs: Maintaining A Strong Foundation
Concrete Spalls, Cracks And Leaks
Should You Repair Or Replace?
Restoring Exposed Aggregate Surfaces
Preserving A Historic Treasure
ELEVATOR Modernization: Are You Losing Energy?
Greening Your Elevators
Upgrading On A Budget
INSURANCE: Locking Down The Leaks
Navigating Property Insurance
COOLING TOWERS: HVAC Chemical Feed Pumps
Waikiki’s Oldest Hotel Keeps It Cool
Industry News or Movers & Shakers
On Site: Self-Management 101
Building Management Hawaii April/May 2014