By Julie Adamen

I went through the articles we published in 2004, looking for the best of the best in terms of real, hard information for managers and executives that they could actually apply to their everyday work life. The items I selected for your (re-) review had to do with our collective professionalism.  First on my best list is information on politics and negativity and how to cope. Second, I discuss the elements managers and others must have to recognize, and act upon, opportunity as it presents itself, crucial for self- and professional development.  Third, I talk about the smart things managers do when they are looking for work. I wrap up with the smart things executives do when it comes to their hiring practices. Although there was a lot of good information in between these specific articles, I thought these addressed our continual theme of applied professionalism and self-development most poignantly.

Sink or Swim? Industry leaders Review Challenges and Offer Advice

What do you need to recognize and manage well to succeed in this industry? We asked some grizzled and not so grizzled vets to give us their insights…

On Politics and Letting Go. “New and experienced managers need to be very careful not to involve themselves with any of the politics that often unfold in communities, as doing so is often fatal.  This is paramount.  I also believe one of the biggest difficulties for experienced managers is to be able to stand back after giving proper information to the Boards, and let the Boards run their communities - especially if a Board is making a decision against the recommendations of the manager…. After providing all the necessary information to the Board, managers need to back off and let the Board do its job.”

… And Dealing With Negativity.  “At times, this can be a brutal industry, as most of the communications received are impassioned complaints, problems, concerns, etc.  Even if a new manager comes from an extensive customer service background, the level of emotion in this job from our client / customer is higher than most because we are not dealing with a customer who is complaining about cold soup or who is returning a shirt with a stain - we are dealing with people’s homes, and the emotions can run high.  Therefore, one of the biggest challenges faced by new managers is the ability not to get caught up in all of the emotion that swirls around in this job.  While still being empathetic, new managers need to have the ability to hear whatever complaint is received and decide if there is validity to what is being said.  If valid, they simply make the necessary change.  If not, they listen with a compassionate ear and not let the emotion get to them.  This job is very rarely boring - there are a lot of interesting work days, and I think that if new managers are able to keep the negative emotions from getting to them, then their chance of survival in this industry is vastly improved.” (Both of these snippets were contributed by Julie Bigelow, Vice President, The Emmons Co., San Diego, CA)

When Opportunity Knocks… Will You Be Home?

What separates those who excel in business from those who just can’t seem to get there from here? In my experience, it comes down to a set of attributes that allow them to recognize and act on opportunity as it presents itself.

“There are many reasons why some people are unable to see and understand opportunity. Often times these people are “overwhelmed by the now,” i.e., so caught up in the day-to-day emergencies that so rule their lives they are unable to see beyond them. These are the people who look wistfully at others saying, “Gee, I wish I could have done that! What a lucky break they must have received!” In reality, luck has very, very little to do with professional success. Professional success is predicated upon a person being able to recognize and act upon opportunity when it presents itself.  This crucial ability does not come from out of the blue, but requires that a person be professionally and personally prepared to recognize a given set of circumstances, evaluate them fairly quickly and comprehensively, and, if the opportunity is positive, make a move towards that opportunity. The attributes, or elements that are critical are as follows: Professional Development (Education, Experience and Contacts), Professional and Personal Fortitude, Flexibility, Attitude and Family Support.

• Education builds not only your professional self confidence, but helps to build the higher skills necessary for you to carve out the job you do obtain in to what you want it to be.
• Through Experience, we develop a professional ease and confidence that allows us to see problems as challenges.
• Contacts = Information. Information is the most powerful tool in recognizing opportunity. 
• When you have Professional Fortitude and are presented with an opportunity, you don’t have a long and unproductive inner dialogue about what could go wrong and how because you do not fear the challenge.
• A lack of Personal Fortitude is a major stumbling block for the average person who may recognize opportunity, yet is unable to act upon it because of personal issues. Personal fortitude is forged through personal peace of mind, by putting your personal life in order.
• People who have Professional Flexibility usually have the view that they are their own most valuable asset – first to themselves then to their employer. These professionals see themselves as capable of doing any number of things in their profession and are willing to explore many options because they haven’t placed themselves in a carefully drawn box.
• People who have a positive Attitude understand there are bumps in the road, but they focus on what’s right and what’s good and continually move forward.  Positive people are able to spy opportunity in lots of places.  Those able to recognize and act upon opportunity are almost always those with a positive Attitude.
• Family Support. If your family situation is less than ideal, you must either fix the situation (if you are able) by seeking professional help or recognize that it will limit your ability to recognize, and especially act upon, opportunity. 

The Smart Things Managers Do – When Looking for Work

Here are just some of things smart managers do to help themselves when it’s time to seek employment.

Smart managers don’t dis’ their ex (or soon to be ex) employer publicly. What you may have been unable to accomplish, another may accomplish by virtue of their skill set, or just because they are different.  Talking trash about your ex-employer makes you look ridiculous and unprofessional. Smart managers know: TAKE THE HIGH ROAD, make a graceful exit and be quiet.

Smart Managers obtain industry education and have industry involvement. Industry education and involvement shows potential employers you are smart enough and care enough about your business to stay educationally current, network with others and be connected in a real way with the industry in your area, and as a whole.

Smart managers don’t “shotgun” their resumes to every position available. Smart managers know that continually sending out their resume for everything under the sun has a tendency to make them look 1) Unemployable, 2) Desperate, 3) Unable to read the ad regarding qualifications required, and 4) Quickly in danger of being labeled a “re-tread.”

Smart managers never fail to have updated and appropriate resumes.

Smart Managers don’t suffer from “Remuneration Myopia,” defined as:  “The unwillingness or inability to see and/or understand appropriate compensation for work performed.” – Adamen Dictionary of Clever Terms

The Smart Things Executives and Boards Do… When It Comes to Their Hiring Practices….

Ever wonder why some firms attract top talent, and keep them, while other companies seem to run in circles, perpetually in crisis mode and always short on staff? It’s actually pretty simple. The smart executives know that there will be turnover, and that their business will grow. They also know the market for qualified staff is shrinking and they must have a system for attracting, interviewing and managing their human resources. They are continually proactive, not reactive, in this process. Here are some of the Best Practices used by successful management company executives and others when looking for top staff:

Smart Executives rely on many sources. Smart executives understand that competent, educated professional managers are at a premium, and the net must be cast wide and far to find the right folks to manage their property(ies).

Smart executives are flexible.  The flexible executive knows that what we do isn’t rocket science, it’s people and communication skills, and if the candidate has the knack, almost everything else can be taught.

Smart executives are always on the lookout for managers – and interview them – even if they don’t need them right now.  Not always being on the lookout leads to lead to reactive “desperation hiring,” meaning that anyone who can fog a mirror gets the job and lasts usually for less than a year.

Smart Executives have job descriptions available at interview. Heads up, executives – job descriptions make you and your firm or association look and be more professional and desirable.  Smart managers look for job descriptions. Sharp executives have them.

Smart executives understand that the interview exchange should be about 50-50 Smart executives know that if they do all the talking, they’ll glean very little about the interviewee’s skills and abilities.

Smart executives are creative. And they know that to get the folks they want they may have to negotiate a bit on things like vacation time, on benefits, or start dates. Those execs know they have to be focused on the big picture of getting good employees, and not stuck on “this is the way we’ve always done it,” or worse, “If the other employees find out, we’ll have a mutiny.” The latter is an internal problem and not one that should stop executives from making hiring decisions. The dog DOES (or, should) wag the tail.

Smart Executives treat their potential employees the same way they treat their potential customers: With respect. Respect for their time, their experience, and their willingness to interview. Because smart executives know that candidates for employment, who may eventually become their employees, are their firm’s sales force.

Well, there you have it. The information I felt was some of the best information for applied professionalism and self development to come out of NewsLine in 2004 and I would say from some of my feed back you folks think so, too. Thank you all for support, readership, and feedback. Have a wonderful holiday season, and we’ll see what we can stir up for 2005!