THE VIRGINIAN-PILOT
Copyright (c) 1996, Landmark Communications, Inc.
DATE: Saturday, May 18, 1996 TAG: 9605160316
SECTION: REAL ESTATE WEEKLY PAGE: 20 EDITION: FINAL
COLUMN: COMMON GROUND
SOURCE: G. ROBERT KIRKLAND and MICHAEL A. INMAN
LENGTH: Medium: 92 lines
Can you please go over the basics of selecting a manager?
There are few processes that associations go through more laden with the possibilities of success or failure than that of selecting the right manager.
A colleague in the management business says that managers of associations are expected to be all things to all people. We think that a manager should be part-accountant, part-lawyer, part-sheriff, part-maintenance man, part-engineer and part-psychiatrist. This kind of ``fruit salad'' individual does not really exist.
If the association truly wants to find the best manager for its situation, then the board needs to define its requirements. When most associations decide to hire a new manager, they either place an ad in the newspaper if it is an on-site manager or call three or four management companies and ask for a proposal.
Either way, what they get is series of resumes, either individual or corporate, that are as different as day and night from one another.
The board should prepare a set of specifications that are as detailed as possible to the requirements of the job and the expectations of the board. This is the same process that most associations follow when bidding just about every contract. However, for some reason associations do not generally do specifications for management contracts.
If you use the basic specs to eliminate those that you do not want to interview then the process can become manageable. Whether it's an individual or a company the next stop should be to mail each prospective manager the bid specifications and request that they submit their resume or proposal to those specifications.
Having received the specifications, you should then produce what is called a bid matrix. This is simply a form that shows each item in the specification on one side of the sheet and the name of the ``manager'' on the top. Under each category and manager you rate the prospect on a numeric scale.
This will help you to balance they various strengths and weaknesses. When the matrix is completed, you should be able to provide each candidate with a rank. This rank will help you in the final interview process.
After the matrix is completed, each prospective manager should be invited for an interview. Depending on the time available, every prospect should get an interview unless the board feels that they are totally unqualified.
Part of the process of finding the right manager is the chemistry between the board and the manager. Often this important factor is overlooked and too much emphasis is placed on other issues.
A good manager and board will establish a confidence is each other and an easy ability to communicate as part of the same team. Bad relationships almost always have the two parts acting as adversaries instead of allies.
Do not make price the No. 1 priority. When all other factors are considered, the decision may come down to price, but it should not be where you begin. Like with anything else, the better the product, generally the more it costs. If your are not going to pay a living wage, then the manager will not give you the performance that you want and expect.
Instead of price, look to three key factors.
Experience. This means not only how much and what quality. Some people have 20 years experience and others have had one year's experience 20 times.
References. Check not only the last one, but also the last three for individuals. For companies, ask for at least five associations that they currently manage and three that they no longer manage.
Personality. How does the manager react to stress? What kind of time manager is she? How does her basic personality come across in the interview?
Whether the candidate an individual or a company, the manager will be a person. When interviewing a company, insist on meeting the actual manager to be assigned to the property. Ask for a commitment from the company that the extent possible, you would like a say in the manager assigned to your community.
There are several ways that you can make the process easier. Notice we did not say ``simpler.'' If you are looking for an on-site manger, you can hire a search firm that will recruit based on your criteria.
If you are hiring a management company, you can hire someone to help you in writing the specifications and supervising the bid process. Either approach will reduce the work load on the Board.
Remember, the ultimate responsibility for hiring the right manager and for the quality of their work rests with the board. Do not think of the manager as your employee. Treat him as your partner in managing the association. Doing the job together makes it easier and generally produces much better results. MEMO: G. Robert Kirkland, president of a Virginia Beach property management
consulting firm, and attorney Michael A. Inman specialize in Virginia
community association issues and are affiliated with the Southeastern
Virginia chapter of the Community Associations Institute. Send comments
and questions to them at 2622 Southern Blvd., Virginia Beach, Va. 23452.
To submit questions by phone, call 486-7265; by fax: 431-0410; by
E-mail, grkirkland(AT)aol.com
by CNB