Rental Housing Journal Arizona January 2016

Monthly Circulation To More Than 7,000 Apartment Owners, Property Managers, On-Site & Maintenance Personnel

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2. Change Your Behaviors to Become a More Inspiring Leader in 2016

3. Desire to Buy Strong Despite A� ordability, Economic Concerns

Rental Housing Journal Arizona January 2016 - Vol. 8 Issue 1

Circulated to over 10,000 apartment owners,on-site and maintenance personnel monthly

Call 503-221-1260 for more information

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continued on page 10

continued on page 8

continued on page 4

5. How to Take Care of HVAC Systems and Prevent Disease

6. Ask the Secret Shopper – Attracting New Renters

9. 4 Faces of Leadership and the Importance of the Vision Thing

Build Community in Th ree Steps

As an industry, we’re consistently focused on developing a sense of community. A critical bud-

get line item is Resident Events. And yet, participation in our pizza parties, breakfast-on-the-run, Disney movie sing-alongs, or Super Bowl viewing par-ties are minimal, at best. To make mat-ters worse, when asking residents about their satisfaction with “Sense of Com-munity,” the national average is 3.40 on a 5-point scale. Th at translates to a “Warning” classifi cation on our rating scale. Ouch!

Lately, as we’ve been presenting work-shops and seminars, we poll the audi-ence by asking, “As you think about the upcoming weekend, how many of you are looking forward to hanging out with your neighbors?”

Th e typical response from a room full of around 150 people is 3 or 4 raised hands. Aft er a year of conduct-ing these non-scientifi c experiments, we feel convinced that what we’re see-ing in the classrooms is not very diff er-ent from what you’re seeing on-site. Yet why are we convinced our residents feel

By Jen Piccotti, SVP Education and Consulting, SatisFacts and ApartmentRatings.com

any diff erently? According to the 2015 SatisFacts Index, when asked why res-idents weren’t “Very Likely” to renew, “Neighbors” was in the top 5 reasons. And when asked what could be done to improve the community, “Better Resi-dents” ranked in the top ten. Let’s face it, residents are not welcoming each other to the community with goodie baskets and borrowing cups of sugar – the “love” is just not there.

For added confi rmation, we look to our data and an in-depth analysis of surveys from over 1.6 million residents. What we see is that when residents are evaluating “Sense of Community,” they’re not expressing their desire to be-come best friends with their neighbors or even having more or better events. When residents are evaluating sense of community, they are actually eval-uating their relationship with you, the

Do-it-Yourself Landlords May be Working Below their Paygrade

The economic conditions of recent years have led many Americans to look to the real estate market

for investment opportunities. Consid-ering there are now nine million more renters than there were a decade ago and rental rates continue to increase, now may seem like the time all those property investors have been long awaiting, right?

Unfortunately, what many property investors fail to realize is the high cost and demanding lifestyle that accom-panies their investment if they choose to self-manage as a do-it-yourself (DIY) landlord.

Approximately 80 percent of inves-tors who lease single-family residences manage their property themselves, sub-sequently taking on the responsibilities of rent collection, regular property in-

spections, tenant issues, repairs, main-tenance, and occasional legal action.

Real Property Management, a nation-al property management franchise, re-leased fi ndings that suggest many DIY landlords may be working below their pay grade, spending too much money and time managing their rental prop-erties, and ultimately receiving mini-mal return-on-investment (ROI). Th e

fi ndings are from the company’s online Landlord Calculator, a resource that allows landlords to input how much time they’re spending on each aspect of property management, in comparison to overall income money spent.

For example, Real Property Manage-ment research indicates that the typical DIY landlord earns an average annual

Delivering a Dynamite

DigitalExperience:

Best Practices forSatisfying the Needs

of the MultifamilyWi-Fi Lifestyle

Tremendous New Opportunities for Property Owners

Many apartment buildings, housing sub-divisions, and other con-tained communities have driven in-cremental revenues by creating in-teresting services for their residents, including newsletters, events, parties, and interest groups.

Today’s property owner can take this concept to an entirely new level. By

By Eric Markow

2

Rental Housing Journal Arizona

Rental Housing Journal Arizona · January 2016

Change Your

Leader In 2016

Habits can be a trap for people in leadership positions – whether they are in business, politics or

another fi eld.As leaders, they should provide a

compelling vision that inspires those around them. Instead, many of them lapse into automatic and mindless thinking. And that can aff ect every de-cision they make – and the actions of the people who report to them.

“Too oft en, we don’t come up with imaginative solutions because we let ourselves be ruled by routine and by preconceived notions,” says Rob-Jan de Jong, a behavioral strat-egist and author of “Anticipate: Th e Art of Leading By Looking Ahead” (www.robjandejong.com).

“We think we know ahead of time what will and won’t work, which makes us quick to dismiss ideas that sound too ‘out there.’ Th e people who answer to you learn the lesson that creative think-ing is frowned upon, even if that’s not the lesson you wanted to teach.”

Simply making a New Year’s resolu-tion to have a more open mind in 2016 likely won’t be enough to turn things around. But de Jong says there are be-haviors and practices that, through repetition and perseverance, can help leaders and anyone else develop a mindset that’s open to imaginative and better ideas.

Formulate powerful questions.Generating ideas starts with asking

the right questions and the best ques-tions are thought-provoking. Th ey challenge underlying assumptions and invite creativity. “Th ey also give us en-ergy, making us aware of the fact there is something to explore that we hadn’t fully grasped before,” de Jong says. Train yourself to catch poorly designed questions, asked by you or someone else, and reformulate them. Questions that begin with “why,” “what” and “how” are best because they require more thoughtful responses than those that begin with “who,” “when,” “where” and “which.” Especially avoid ques-tions that can be answered with a “yes” or “no.”

Expand your sphere of infl uence.“We are strongly infl uenced, for

better or worse, by the small group of people we have direct contact with,” de Jong says. “Since we tend to hang out with people who are fairly similar to ourselves, chances are we are limit-ing our perspectives.” He recommends making a deliberate eff ort to encounter people and ideas that are “profoundly diff erent from the usual suspects you hang out with.” Visit a conference of a

diff erent profession, hang out with skat-ers, join an arts club or buy a magazine randomly off the shelf.

Break your patterns.You can increase your chances of see-

ing things diff erently if you deliberately break your normal pattern of working, communicating, thinking, reacting and responding, de Jong says. Take a diff er-ent route to work. Change where you sit in meetings. If you are normally the fi rst to volunteer, hold back.

Learn to listen. “We’ve all been taught the impor-

tance of being good listeners,” de Jong says. “Th e problem is most of us strug-gle to actually do it.” Oft en when people are “listening,” they really are waiting for the fi rst opportunity to share their story, their opinion or their experience. De Jong suggests training yourself to engage in three pure listening conversa-tions a week. Th ey don’t need to be lon-ger than 15 to 20 minutes, they can be formal or informal, and the other per-son doesn’t need to know what you’re doing. Vow that you won’t try to take over the conversation no matter how much you want to. “Just keep asking questions and don’t dismiss anything the other person says,” de Jong says. Aft er the conversation, refl ect on what you learned. Don’t dismiss any ideas or views that don’t align with yours. “Dare to challenge your own assumptions and reframe your beliefs if need be,” he says.

“Some of these practices may take people outside their comfort zones, and everyone might not be ready to try all of these at once,” de Jong says. “But if you start to put them into practice, you’ll be able to grow into a more mindful, vi-sionary leader one step at a time.”

About Rob-Jan de Jong

Rob-Jan de Jong, author of “Anticipate: The Art of Leading By Looking Ahead” (www.robjande-jong.com), is an international speaker, writer and consultant on strategy and leadership themes. He serves as an expert lecturer at vari-ous leading business schools such as the Whar-ton Business School (USA), Thunderbird School of Global Management (USA), Nyenrode Busi-ness University (The Netherlands), and Sabanci Business University (Turkey).

As a behavioral strategist, he speaks, teach-es and consults on executive subjects such as visionary leadership, infl uence, strategic deci-sion-making, and innovation.

Behaviors to Become a More Inspiring

Behavioral Strategist Off ers 4 Tips For Broadening Your Mind And Your

Leadership Skills

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and maintenance personnel monthly.

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3




Desire to Buy Strong Despite Aff ordability, Economic Concerns

Although only half of surveyed households believe the economy is currently improving, nearly

all young renters eventually want to buy a home, and a convincing majority still view homeownership as part of their American Dream, according to a new quarterly consumer survey released to-day by the National Association of Real-tors®. Additionally, a newly-introduced index tracking the fi nancial outlook of households found that compared to earlier this year an increasing share be-lieves their personal fi nancial situation will improve in the months ahead.

NAR’s inaugural quarterly household survey, Housing Opportunities and Market Experience (HOME), tracks topical real estate trends, including current renters and homeowners’ views and aspirations regarding homeown-ership, whether or not it’s a good time to buy or sell a home, and expectations and experiences in the mortgage mar-ket1. New questions may be added to the survey each quarter to refl ect timely topics impacting real estate.

Th e HOME survey data reveals that an overwhelming majority of cur-rent renters who are 34 years of age or younger want to own a home in the fu-ture (94 percent). Overall, 83 percent of polled renters have a desire to own, and 77 percent believe homeownership is part of their American Dream.

Lawrence Yun, NAR chief economist, says the survey’s fi ndings debunk the notion that young adults aren’t interest-ed in buying a home. “Despite entering the workforce during or immediate-ly aft er the worst of the fi nancial and housing crisis, the desire to become a homeowner appears to be a personal goal for a convincing majority of young renters,” he said. “Furthermore, there appears to be sizeable, pent-up demand for buying that currently remains un-tapped because of a variety of eco-nomic and personal reasons impacting many households.”

Th e top two reasons given by renters for not currently owning was the in-ability to aff ord to buy (53 percent) and needing the fl exibility of renting rather than owning (19 percent). When asked what would likely be the main reason for buying in the future, renters cited lifestyle considerations such as getting married, starting a family or retiring (33 percent) and an improvement in their fi nancial situation (26 percent).

“A combination of factors such as rising rents and home prices, limit-ed supply, repaying student debt, and getting married and having children later in life has more to do with the cur-rently underperforming share of fi rst-time buyers than the idea that buying a home is not as desirable as it used to be,” adds Yun.

Households lukewarm about the U.S. economy

Among all households (renters and homeowners) in the survey, the results highlight a split between those who agree the U.S. economy is on the right track and those who disagree. Only half of respondents believe the econo-my is currently improving, and 44 per-cent think the economy is actually in a recession.

Renters were only slightly more op-timistic about current economic con-ditions, with 57 percent believing the economy is improving. Regardless of their confi dence in the U.S. economy today, over three-quarters (76 percent) of those who don’t think the economy is improving still want to eventually buy a home.

“Th e promising stretch of job cre-ation in several parts of the country in recent years has the housing market in 2015 on track for its best year of sales since the downturn,” says Yun. “How-ever, that only half of surveyed house-holds believe the economy is improving can be attributed to the fact that some areas have been slow to recover and wages have yet to grow in a meaningful way for far too many families.”

Adds Yun, “With roughly 26 million more people in the U.S.2 compared to the peak year of home sales in 2005 (7.08 million), the pace of existing sales

would likely be more robust if not for the economy’s subpar growth since the downturn and wage gains that have failed to keep pace with rents and home prices.”

Homeownership remains good fi -nancial decision, part of American Dream

Despite uncertainty about the econ-omy’s current performance, at least 84 percent of all households within all surveyed age groups and education levels believe owning a home is a good fi nancial decision. When asked if they believe this strongly or moderately, 76 percent who believe it’s a good decision feel strongly about it.

Additionally, at least 85 percent of surveyed households in each age cat-egory as well as across all education levels believe homeownership is part of their personal American Dream. Th e most appealing aspects of homeown-ership cited by those with this feeling include a place to raise a family (36 percent), owning their own place (26 percent) and a nest egg for retirement (14 percent).

Good time to buy, but skeptical about ability to obtain a mortgage

NAR’s survey found that more home-owners (82 percent) than renters (68

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Dynamite Digital Experience ...continued from page 1

bringing high-speed connectivity to the Internet into your property you can dis-tribute it to every unit under complete control. Contracting with the right provider you deliver a complete service throughout the entire community.

How do you identify the right pro-vider? When you interview them, they’ll recommend the following best practices.

“Transparent Access”With the exception of some younger

millennials who were raised with infor-mation technology as a major part of their lives, most users want to enjoy the benefits of wi-fi internet access without having to think about the technology that delivers it. Keeping the technology invisible starts with making the initial connection to the service “push-button” easy. The right provider will offer step-by-step pictorially illustrated instruc-tions for connecting various devices to the service, and may offer a premium “welcome” service in which someone does all the connecting for the renter.

From that point forward the user should seldom if ever need to reconnect.

You may also be able to look to your provider to include a “front-end” web-site that your renters encounter first whenever they log in to their device. This “portal” can be set up to make a host of excellent services available to your renter, including services you pro-vide yourself. These services are not limited to the internet. You may want to make it easy for your renters to re-quest various physical plant services or community activity services from you.

Comprehensive Security & PrivacyThe privacy of personal information

including online banking, personal health information and more is be-coming a “front-of-mind” issue with everyone. When you’re speaking to the “right provider” you’ll hear plen-ty about how they protect users from viruses, spam, malware, hacking, and all the other internet threats out there. Parental controls over website access is another paramount issue you can ex-pect to hear about.

Be sure to ask about the interactivity of security services. Often, the renter’s specific bank or other internet resourc-es may require some “custom-tuning” to the firewall and other security ser-vices in order to perform properly. This should be as easy as calling in to the support team.

Easy-Access Technical SupportSpeaking of the support team, re-

member that you’re providing your renters with a comprehensive service

that you can be proud of. If they run into a problem and have a hard time solving it, all the time they spent en-joying good service will suddenly be forgotten. The responsiveness and ease of access to the provider’s support team make all the difference. This may be a technical service, but it’s being used by people, so the people they interact with when something is wrong need to be top drawer, easy to reach, and easy to work with.

User Counseling & AdviceSupport should be as proactive as it is

reactive. Beyond responding to requests for restoration of services, the support team should also be available to advise your renters about adding new devic-es, products, or services to their wi-fi network. Smart Home automation is becoming very popular, with more and more users being able to switch lights on and off, lock and unlock their doors, control their thermostats and much more from their smartphones wherever they may be. Home Theater systems are

replacing long wires strung around the home with wi-fi-connected speakers. Refrigerators and other appliances are using wi-fi to serve customers better. Your provider’s support team should be able to help your renters get the most out of these emerging new digital life-style enhancements.

Future-ProofingIt is a sure bet that technology will

keep on improving, and you won’t ever want your renters complaining that your wi-fi service is antiquated and out-of-date. Smart providers are assuring that it is easy and inexpensive to update your equipment and your wi-fi inter-net access services to keep step with the times.

The availability of a comprehensive built-in wi-fi capability in your units will be a huge differentiator for your properties for a long time to come, espe-cially if you make the right choices, im-plement the right technologies and ser-vices working the with right partners. Eric Markow is Chief Technology Officer of Dual Path, a provider of high speed property-wide WiFi services. Dual Path’s customers include MDU and senior living communities who en-joy fast, reliable connectivity, delivered with old-fashioned customer service. Dual Path’s unique revenue generating model allows prop-erty owners to leverage their “Internet real estate” to maximize profits, increase resident satisfaction and retention, and increase prop-erty value. Headquartered in Phoenix, Arizona, Dual Path offers property-wide WiFi, Gigabit Internet and WiFi calling solutions to proper-ties and businesses coast to coast. For more in-formation, visit www.dualpath.net or contact 1-800-468-6851.

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How to Take Care of HVAC Systems and Prevent Disease

Why do HVAC systems need regular maintenance? Owners of commercial buildings sometimes overlook the mainte-

nance of their HVAC (Heating Ventilating and Air Conditioning) sys-tems. I recently had a meeting with clients who own a 20,000 square foot building where they had installed a new HVAC system at the cost of $100,000. Because it was new they thought did not need a preventive maintenance plan. I explained how this perception would not only put their $100,000 investment at risk, it would also endanger the health of their tenants.

HVAC units have many reasons for failing. Th e following charts published in a November 2000 ASHREA Journal article, Smart Maintenance for Rooft op Units, indicates the main reasons for unit failures. Most of these failures are preventable with proper maintenance.

Causes for‘No Air-Conditioning’ Service Call % Total Occurrences

Controls Error 21%Electrical Problem 20%Refrigerant Leak 12%

Condenser 7%Air Handling 7%

Evaporator 6%Compressor 5%

Cooling Water Loop 4%Plugged Filters 2%Personnel Error 2%

Expansion Device 2%Can’t Classify 12%

Table 1: Classifi cation of ‘no-air conditioning’ cases.

By Cli� Hockley, President , Bluestone & Hockley Real Estate Services

General Classifi cation of Faults % Total Service CostsCompressor 24%

Controls Error 10%Condenser 9%

Electrical Problem 7%Evaporator 6%

New Installation 6%Air Handling 5%

Refrigerant Leak 5%Installation/Startup 4%Cooling Water Loop 4%

Fan Belt 2%Others 18%

Table 2: Classifi cation of fault types by total cost.

Ensuring proper function of your HVAC unit also prevents health complications related to mold and allergies. Th e most serious ailment associated with poorly maintained commercial HVAC units is the potentially fatal Legionnaires’ disease.

Legionnaire’s disease is a pneumonia caused by the Legionella bacteria. Th e bacteria lives in water, (especially standing warm water keyed off by rising tem-peratures in the summer months,) and is carried by steam and mist. Th e bacte-ria has been detected in drinking water systems and tubs, cooling towers and in standing water that is aerosolized and ends up circulating in building air condi-tioning systems. Legionnaires ‘disease bacteria rarely will cause problems unless water contaminated with the bacteria enters the HVAC system. Well-maintained HVAC systems and air conditioning units without humidifi ers are unlikely to har-bor the Legionnaire bacteria.

How to maintain HVAC systemsTh e American Society of Heating, Refrigerating and Air-Conditioning En-

gineers (ASHRAE) off ers the defi nitive guide to HVAC maintenance, ASHRAE


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All apartment communities use various means to attract new renters. Many forms of adver-

tising have minimal costs in dollars, (i.e. online ads, signs, banners, word of mouth referrals, etc.). Yet the time and money it takes to create and design some of these ads AND make sure they are well placed to capture attention, is worth tracking the results! Having a reliable method of documenting all on-line, phone, and walk in traffi c is critical to determining the eff ectiveness of each form of advertising. Here is a valid own-er concern:

QOur communities used to get a ton of

drive by traffi c and resident referrals. However, over the past few years, I’ve noticed more and more traffi c is being logged as “internet” or “online ad,” with no further explanation. When I ques-tion the on site staff s, they tell me they are just noting the ad source from the e-mails or calls they get when prospec-tive residents say they found them “on

SK THE SECRET SHOPPER

the internet” or “online.” Th ey aren’t directly asking people how they found out about their building any more. Th is makes me wonder if prospective rent-ers really learned about the community “on the internet,” or if they just used an online resource to obtain more infor-mation aft er they saw the building driv-ing by or heard about it from a friend.

AYou have some very valid concerns

about what has happened to your oth-er forms of advertising. Did these other sources just stop producing traffi c or are these sources not being “uncov-ered” by your leasing staff s? It will take more eff ort and some careful qualifying to determine the “primary” advertising

source, which is the way each prospect initially learns about your community. (i.e. resident/merchant referral, signs/banners, fl yer, etc.) Th e only way to fi nd out how is DIRECTLY ask them! For example: “I noticed you referred to our website in your email. Is that how

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Do-it-Yourself Landlords ...continued from page 1

income of $100,000. Assuming a 2,000 hour work year (50 weeks times 40 hours per week), the value of their time is $50 per hour. According to other re-search by the company, an average DIY landlord spends 49 hours per year for leasing and managing. With this time commitment, the value of the land-lord’s time per rental is $2,450*.

Th e cost of professional property management is signifi cantly less. Al-though property management fees vary across the country, a professional property manager typically charges 50 percent of one month’s rent for leasing a vacancy, and 10 percent per month for managing the property. For a $1,000 per month rental property, the cost would be $500 for leasing plus $1,200 per year for property management fee, totaling $1,700. Th is cost does not take into account the fact that property

management fees are tax deductible, so the actual out-of-pocket expense is less.

Do-it-yourself landlords can avoid the cost, hassle and liability associated with managing a property by outsourc-ing the responsibilities and pain points associated with property management to a professional property manager.

Property management professionals have the resources and knowledge to perform thorough background checks on prospective tenants, document move-in and move-out condition of a rental, and they understand the Fair Housing Act and other landlord-tenant laws – all jobs in which costs can sig-nifi cantly add up.

Th e Real Property Management re-search found that less than one third of self-managing landlords spend ade-quate time on every step of the leasing

process, and skimp on things like credit history, criminal background checks and move-in documents. Many do not conduct criminal background checks or contact previous landlords for referenc-es, which increases the risk of renting to an unqualifi ed tenant. Some also fail to conduct a true competitive analysis of competitive rental rates, creating risk of over-pricing a rental and losing income because of long vacancy periods, or un-derpricing the property which reduces long-term revenue from the property.

Other shortcuts frequently taken by DIY landlords include responsible rent collection and in-property inspections. Th is hurts cash fl ow, increases the risk of lost rental income and eviction, and allows tenants to fl y under the radar with lease violations like unauthorized tenants, pets, or damage to the property.

Whether it’s a carefully considered investment or an ‘accidental landlord,’ not all DIY landlords realize the sig-nifi cant cost and demanding lifestyle required as a property owner. Th e mon-etary costs may be easy to calculate, but what about the value of the hours and days spent on other management tasks? A professional property manager typi-cally saves money for the investor, and can sometimes be the very lifeblood for success and profi t as a property owner.

*Th e amount of time can be signifi cantly higher for older homes with more mainte-nance needs, or properties that require up-dating before leasing.

Authored by: Robert Pifke, Chief Marketing Offi cer for Property Management Business Solutions, LLC, the franchiser of Real Property Management.

About Real Property Management Real Property Management is a franchise or-ganization owned by Property Management Business Solutions, LLC, a privately held cor-poration based in Utah. With over 25 years of industry expertise, Real Property Management offi ces provide full-service residential property management for thousands of investors and rental home owners from more than 260 in-dependently owned and operated locations throughout the United States and Canada.

PublisherWill Johnson – [email protected]

Designer/EditorKristin Flores – [email protected]

Advertising SalesWill Johnson – [email protected]

Terry Hokenson – [email protected] Surratt – [email protected]

Rental Housing Journal Arizona is a monthly publication published by Professional Publishing Inc., publishers of Real Estate Opportunities in

Investing & Real Estate Investor Quarterly

w w w . r e n t a l h o u s i n g j o u r n a l . c o m

The statements and representations made in advertising and news articles contained in this publication are those of the advertiser and authors and as such do not necessarily reflect the views or opinions of Professional Publishing, Inc. The inclusion of advertising in this publications does not, in any way, comport an endorsement of or support for the products or services offered. To request a reprint or reprint rights contact Professional Publishing Inc. PO Box 6244 Beaverton, OR 97007. (503) 221-1260 - (800) 398-6751 © 2015 All rights reserved.

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4 Faces of Leadership and the Importance of the Vision Thing

Behavioral Strategist Explains How Any Leader Can Responsibly Boost Their Visionary Side

Whether it’s a presidential can-didate, a corporate executive or an NFL coach, people ad-

mire a leader with vision.They like someone with a clear idea

of where he or she is headed, and who knows how to motivate others to ac-complish the goal.

But as much as people might like to say someone is a “born visionary,” in truth, vision is something we develop, not something we arrive in the world with, says Rob-Jan de Jong, a behavior-al strategist and author of “Anticipate: The Art of Leading By Looking Ahead” (www.robjandejong.com).

“One thing that visionaries have in common is that they have an ability to notice things early,” de Jong says. “They recognize some sort of significant change is happening and they make use of the opportunities it presents.”

Just identifying that a major change is afoot isn’t enough, though, he says. The visionary needs to connect the dots into a coherent picture that takes into account future developments.

“That’s easier said than done, but it’s an ability leaders can develop if they are willing to work on it,” de Jong says.

Growing a leader’s visionary side therefore boils down to sharpening

both the ability to notice things early and the ability to create coherence. In combination, the abilities suggest four archetypes of leaders.

The Follower.This is someone who is neither good

at noticing things early, nor skilled at creating and communicating a coher-ent story from insights about what the future might bring. The follower may be an excellent manager, but don’t expect this person to inspire others or drive innovation.

“Being a follower isn’t necessarily a bad thing,” de Jong says. “These people are often careful about their decisions and good at critical thinking, and in the short term that can work well. But their preoccupation with today keeps them from anticipating what comes next.”

The Trend Hopper.On the upside, a trend hopper has

a well-developed ability to see things early and is willing to embrace chang-ing realities. These are people who are quick to adopt new technology and among the first to fantasize about how things can be different – even radically different– real soon, de Jong says.

On the downside, trend hoppers ar-en’t adept at turning their early insights

into a coherent story that justifies an ac-tive strategic pursuit. After seeing them chase several flavor-of-the-month ideas, other people start to tune them out.

The Historian.These leaders are adept at connect-

ing the dots and spinning a story that makes sense. They cite patterns, facts and figures and make everything that’s happened so far look coherent and in-tentional. “When you listen to them, it all makes sense,” de Jong says. “But they have their eyes trained on the factually true past, not the imaginative uncertain future.”

Certainly, it’s valuable to have some historical perspective, he says, but you can’t let history cripple your ability to engage the future. Historians also often are cynics, ready to explain why things are they way they are and why your un-conventional idea won’t work.

The Visionary.This is the one to strive to be. A vi-

sionary isn’t quick to hop on every fad, but also isn’t a naysayer about how things might be done differently. In-stead, says de Jong, the visionary takes a mindful, future-oriented perspective, balancing the need for a compelling future with the awareness of the dan-

gers of becoming dogmatic and overly optimistic. Visionaries are able to ex-plain an imagined future in a way that fills people with energy and engages their imagination.

“A powerful vision isn’t just nice to have,” de Jong says. “It’s the most im-portant tool in the transformational leader’s toolbox. A leader’s personal imagination, inspiration and dedica-tion are what will ignite the excitement in the people they lead.”

About Rob-Jan de JongRob-Jan de Jong, author of “Anticipate: The Art of Leading By Looking Ahead” (www.robjande-jong.com), is an international speaker, writer and consultant on strategy and leadership themes. He serves as an expert lecturer at vari-ous leading business schools such as the Whar-ton Business School (USA), Thunderbird School of Global Management (USA), Nyenrode Busi-ness University (The Netherlands), and Sabanci Business University (Turkey).

As a behavioral strategist, he speaks, teach-es and consults on executive subjects such as visionary leadership, influence, strategic deci-sion-making, and innovation.

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Building Community ...continued from page 1 Ask the Secret Shopper ...continued from page 6

property team. Th ey’re thinking about how connected they feel to those who care for and maintain the community, not the population that makes up the community itself. So, how do we build that connection?

1. Be the Go-To Guy or Gal.Ideally, everyone on staff should have

the ability to provide assistance to any resident, but it’s such a luxury to be able to get in contact with your “go-to” per-son, A “go-to” already knows your back story, they know what’s already been done or what your particular challeng-es are. As Lisa Giedd, of Th e Bluff s at Nine Mile Creek (Dominium) shared as a best practice, “If a resident asks for a specifi c team member or the manager, do what you can to connect them with that team member. Even if someone else was able to answer the question or resolve the issue, the resident will most-ly remember that the team member or manager was not available to them.”

2. Expect the BestOne of the best pieces of advice I ever

received from a supervisor was, “Go into the meeting expecting that it will go well. 9 times out of 10, it will.” It’s a self-fulfi lling prophecy. If you expect that a resident meeting or call is going to be a disaster, it probably will be. But if you anticipate your own ability to provide a good resolution and that the resident will walk away feeling good, then most likely that will be the out-come. Relationships with residents, like all other relationships, are built on communication and shared experienc-es, which can lead to trust. Give them reasons to love you, believe in your abil-ity to work well with them, and enjoy the result.

3. Dress to ImpressResidents want to be proud to show

off their home to friends and family. Now, more than ever, the appearance and condition of common areas is be-ing evaluated when a person chooses to rent or to renew. Be obsessive about neatness and tidiness. Ensure walkways are swept, trash cans are emptied, cob-webs are brushed away, and bare dirt is attended to. Your community doesn’t

need to be brand new to look well kept. Th e same goes for you and your entire team. You’re part of the scenery, so take pride in how you present yourself. Clothing should be clean and pressed. Your hair and nails should be neatly groomed. Are your residents excited to walk their guests around the communi-ty? Are they excited to introduce them to you (or do they steer them away)?

Th e point of this article is not to get you to scrap your event calendars or do away with contests and opportunities to celebrate what makes your community a great place to live. However, instead of planning events strictly to connect residents to each other, plan events with the goal of the team connecting with the residents. Require team participa-tion, and set a goal of getting to know at least 5 residents you haven’t spoken with before.

Residents don’t “just” leave apart-ments. Th ey most oft en leave people. Because our business is built on rela-tionships, our ability to build those relationships is going to determine the big winners and the colossal losers in our industry. “Sense of Community” = “Sense of Connection with the Staff .” Build your relationships one resident at a time and you’ll suddenly fi nd you’ve built a thriving community!

About the author: Jen heads up client support for SatisFacts and Apartmen-tRatings.com, by developing dynam-ic, practical and eff ective educational programs and resources, conducting resident feedback analysis, directing customer experience re-design, and providing digital strategy coaching. Jen has over two decades of customer loyalty and process effi ciency experi-ence. A noted author, keynote speak-er and highly followed blogger in the multifamily industry, Jen has spoken at such events as the NAA Education Conference, NAA Education Institute (NAAEI), AIM: Apartment Internet Marketing, and the Multifamily Social Media Summit. Contact Jen at [email protected]

you fi rst heard about us?” OR “I see you checked the box “drive by” as the way you found us, but I couldn’t help but notice you pulled up our monthly spe-cial on your phone from our craigslist ad. Did you learn about us fi rst from driving by and then look for us online?”

Using multiple sources of advertising in today’s competitive market isn’t just a good idea, it’s a necessity. Prospective renters must be given the opportunity to see your community advertised in print, on the internet and through the use of signs/banners, etc. However, it’s important to note which marketing source initially sparked their interest and motivated them to make contact. – You will need ALL the facts in order to make informed decisions about your future advertising needs. Of course some of the money you save from bud-geting advertising dollars wisely could be spent on an incentive to reward

those employees who are committed to carefully qualifying ALL their prospec-tive renters…

If you are interested in leasing train-ing or have a question or concern you would like to see addressed, please reach out to me via e-mail. Otherwise, please contact Jancyn for your employ-ee evaluation needs: www.jancyn.com

ASK THE SECRET SHOPPER

Provided by: Joyce (Kirby) Bica

Former owner of Shoptalk Service Evaluations

Consultant to Jancyn Evaluation Shops

E-mail: [email protected]

Copyright © Joyce (Kirby) Bica

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Desire to Buy Strong Despite ...continued from page 3 HVAC System Care ...continued from page 5

percent) during the polling period be-lieve that it’s a good time to buy a home. Furthermore, of those who thought it was a good time to buy, 64 percent felt strongly about buying. Among current owners, 61 percent believe it is a good time to sell a home, of which 53 per-cent felt strongly that it was a good time to sell.

According to the survey, roughly two-thirds (65 percent) think it would be very or somewhat difficult to obtain a mortgage. Furthermore, there are dif-ferences among income brackets. Rent-er households making between $30,000 and $40,000 were the most likely to be declined a mortgage (10 percent), while 51 percent of those who make more than $50,000 a year have not tried but feel confident they would succeed in getting a mortgage. Overall, five per-cent of renters have recently tried and failed to obtain financing for a home.

By nearly double the amount of oth-er responses, the most common reason homeowners purchased a home was for lifestyle changes such as getting mar-ried, starting a family or retiring (35 percent). Eighteen percent said the de-sire to settle down in one location in-fluenced their decision to buy, and 15 percent cited an improvement in their financial situation.

Direction of home prices, financial outlook on the rise

Reflecting the ongoing recovery of home values throughout most of the country, 89 percent of respondents said home prices in their communities have either risen or stayed the same in the

past year. Looking ahead toward the next six months, 91 percent of respon-dents believe home prices in their com-munity will increase or stay the same.

The HOME survey also calculates a monthly Personal Financial Outlook Index3 measured by household type, age, income and type of location. Since tracking began in March, the index representing all households has slow-ly trended upward to its highest cur-rent reading in December – reflecting stronger confidence that respondents’ financial situation will be better in six months. Currently, renters, younger households and those living in urban areas are more optimistic about their future financial situation.

“Young adults, who make up the majority of all renter households, are typically more optimistic about their future,” adds Yun. “As more of them settle down and begin plans to start a family, the allure of owning their own home as well as the long-term financial stability homeownership provides will drive their emergence into the housing market. However, the extent to how fast this occurs will greatly depend on more entry-level housing supply coming onto the market and needed improvements in affordability conditions.”

Standard180 – The standard practice for inspection and maintenance of commercial building HVAC systems. Key points include:

• Fixing cabinet air leaks.• Cleaning and adjusting dampers

on an annual basis.• Inspecting the fan, bearings and

belts twice a year and replacing them as necessary.

• Cleaning the air ducts every two years to prevent the buildup of dirt, micro-organisms and mold.

The most essential steps one could take to prevent disease in-clude changing filters frequent-ly, preventing pooling water and cleaning the evaporator and condenser coils.

Change filters frequently. Pleated filters are the first line of defense against airborne irritants. They are the item in the HVAC units that keep the air clean. Their efficiency is measured by a MERV rating. The higher the MERV rating, the better their ability to remove dust, dirt and micro-organisms from the air. Changing filters frequently it makes it easier for the unit to pull air into the system. If the filter is clogged, the sys-tem has to work harder to feed air into the unit. The frequency is decided by the environment and how dirty the air is. Most commercial buildings require a quarterly filter change and inspec-tions on a contract basis.

Prevent water from pooling around the air handlers. Mold and water sources near the air conditioner intake create opportunities for spores to be

sucked into the air intake. Roofs need to be cleaned regularly and trees cut back from the roof lines to prevent the accumulation of dirt and debris near the unit. Also ensure that drain lines from condensate units drain off of the roof and do not pond under HVAC air intakes.

Clean the evaporator and condenser coils once or twice a year. Evaporator coils tend to stay damp, and allow the growth of mold. In addition to the dampness, the coils are typically in con-tact with air coming in from the outside (warm and humid air in the summer.) Dirt also gets past the filters and pro-vides the material that mold needs to grow. Treat coils after every cleaning using an antimicrobial treatment. You can consider installing UV (Ultra Vio-let) lights help keep the coils from be-ing attacked by mold. (This is typically a retrofit item and not all HVAC units have room or a power source for a UV light). In any case it can keep the coils cleaner and reduce the labor to keep them clean.

As Ben Franklin said, “An ounce of prevention is worth a pound of cure.” Proper HVAC maintenance will more often than not keep that unexpected emergency from happening.

Resources:www.bbjenviro.com/resource-article/hvac-maintenance/https://www.ashrae.org/standards-re-search--technology/standards-inter-pretations/interpretations-for-stan-dard-180-2008https://www.osha.gov/dts/osta/otm/legion-naires/hvac.html

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Rental Housing Journal Arizona January 2016

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