The concepts attached to extraordinary management skills are simple to remember, if one pays attention to the basics. Focus on communication—particularly the listening end of it—and be prepared to act.

Some managers stand out for their finesse, and executives say excellence starts at the top, with a team approach. In short, they agree: excellent management is the result of putting all of one’s energy into achieving that result.

C. Jerry Ragosa, president of The Niles Company in Canton, Massachusetts, says creating a cohesive, well-trained team is often behind successful management. “It’s important to instill a team concept, which goes a long way when there are issues—a snowstorm, a borderline hurricane. Everyone here pulls together and will go the extra mile in support of their office-mate, and it really has paid dividends over the years.

“I feel like I’m a coach of a professional team. When I interview potential new personnel, I’m looking for that personality trait where the person is not only interested in growing in their field but also in knowing what the firm does as a whole, realizing that it’s this sort of joint effort that produces the best results. It comes from the top. I played college sports, and I just know it works here.”

Part of his approach is making sure every member of the team knows what is going on at the properties—all of them. Frequent meetings and discussions disperse that knowledge, enabling any manager to know what a caller’s complaint might be about, or what has already been done to alleviate a difficult situation. “We bring them along to inspect properties, and they come to board meetings, frequently, so when someone calls about an issue, in their mind’s eye they can view the property, know its status, and immediately deal with the issue.”

That immediacy is critical to Ragosa, who considers it a fundamental measure of success. “When a person’s talking about what’s going on at another property, the other managers may have solutions for them, or may know what’s gone on in the past,” he said. “They know what contractors or vendors are doing a good job in the region, and which are not.”

Expertise on Call

David Barrett, director of operations at Crowninshield Management in Peabody, advises professional preparation. “We encourage CAI (Community Associations Institute) classes and seminars for new board members,” he said. “Property managers really should get an education in property management, go for their PCAM (Professional Community Association Manager) designation and further educate themselves over time.” He also recommends some physical plant education, and courses on maintenance and construction.

Even trustees and board members need to know the field. “Usually, we encourage people that have a financial background—paralegals, lawyers, etc.—to serve,” Barrett said. “Those skills are helpful as board members. But I don’t want to discourage other people from becoming board members, either; it helps if they’re willing to listen to the various options presented to them, and willing to make a logical decision.”

Stay in Touch

Focus is a strong measure of success from Michael Phillips’ vantage point. Phillips, chief operating officer at The Copley Group in Boston, says excellent managers stay in close touch with their properties, and don’t neglect what needs to be done. “Focus on customer satisfaction, physically touring the building, and being proactive with respect to the building,” Phillips said.

In fact, the overall tip he shares with new managers is this simple—“Communicate, communicate, communicate.”

The roots of success for a manager are straightforward, Phillips says: “Be organized and a good communicator, able to multi-task and good at managing relationships, as with the board of directors.” An excellent trustee or board member, he says, will also be a good communicator, “willing to make and clearly communicate decisions.” That may sound easy, but it’s one of the more neglected skills among decision-makers, he says. That reflects the level of knowledge needed today.

Property managers need newer skills to cope with the changed field, he adds.

The ‘On-Demand’ Society

“It’s interesting,” Ragosa said of the modern board. “Many boards have turnover as trustees or directors leave, or come back on. I find the younger trustees are very bright; they’re experts in their own field, hardworking and pressed for time. They want to be able to access the answer when they’re looking for it. We’re an instantaneous society.”

Niles’ solution has been to join the online community. “We’ve worked hard to develop our website,” Ragosa said, “because you have to be there to answer their questions, in one form or another. This is the way these kids have been raised—iPads, iPhones, what have you. We have adapted our procedures and processes and financial reporting to meet those needs.”

Ragosa also says wasting time on pushing one’s point of view down someone’s throat is a mistake. What I’ve come to realize is that if a board member believes what the reality of a certain situation is, that’s his belief, and I’m going to have to work within those parameters to give them what they need.”

It’s also critical to keep up with modern expectations. As generations grow older, moving to new accommodations, they bring with them lifestyles and priorities that are new.

We live in a faster community, where 24-hour, seven-day access is demanded. Ragosa says a company must do its best to be that responsive. “Our calls are directed to a manager or an administrative assistant, or accounting, to get answers or at least a response when the answer will come as soon as possible,” he said. “After hours, there is at least a response from someone within the company within 15 minutes.” He counts on a dependable answering service for that immediate contact to someone at Niles.

Teamwork Works

Ragosa also says it’s critical to take action soon after a problem is made known, and to take responsibility for its solution. When an error is made, he says, finger-pointing is a mistake. “We rectify it, and stand behind it to make sure that it’s corrected and doesn’t happen again. Don’t shut down when there is a problem; don’t blame others or alibi. Face the music; deal with the issue and correct it. If it’s your mistake, own up to it.”

Managers can reinforce that kind of honesty and resolve by building up their staffs. Appreciate staff achievements, and respect their personal lives, he says. “I cannot stress enough the need for experienced property managers. In many ways, the assets of this company are walking around in shoes: my people.”

It’s people, not materials, that do the job in the end. Management is not all about building facts, Ragosa says. “We’re experts in property management—the bricks and mortar and systems, and various services that have to be done across the four seasons—but it really is a people business. You’re dealing with people’s homes … and they’re very sensitive about that. We almost have to have doctorates in psychology, because you have to know how to treat people.”

Once you have established a team, respect the players. “We do little things here—celebrate anniversaries, bring in pizza once a month. People work hard, and they want to feel they’re appreciated. They want to feel like they can get a fair shake. You can’t separate what you do from the employees’ personal lives. If there’s a problem, we help if we can, and if they are out sick, we make sure their work product is up to date, so they don’t come back to a backlog in their emails, and so on. I’m proud of them.”

It’s also important to keep work interesting. “Be innovative and fresh,” Niles said; “We sort of sing for our supper every day.”

Be Proactive

Barrett reminds managers they’re not expected to know all the answers, but they can be smart about finding them. Board members and property managers must know when to use experts—and listen to their advice. The ability to listen first, and talk later, pays off. “You have to hear people out. They want to get (the problem) out and if you cut them off with the answer before they are finished, they aren’t going to be as satisfied. When they call you, they’re venting, and they really want to get it out, so it’s important to let them know you’ve listened completely.” Even when a manager already has the solution—or thinks so, anyway—it’s critical to listen.

No one anticipated the paperwork that now occupies their time. Since the economic reversals of 2008, reforms have brought about time-consuming, detailed requirements for anyone in the property management field to navigate.

“You have to really look at what people’s financial situation is, consider FHA approvals, the guidelines you’re dealing with now,” Barrett said. “Real estate has picked back up, but the process is a little different with the banks.” That takes time, so the biggest success tip he can give board members and managers is to get organized. “Time management is very important, particularly for a regional manager doing multiple sites, so it’s important to prioritize what you’re doing, based on deadlines and the severity of the situation.”

Preparing the budget now takes more time, requiring more forms and using different rules than used to be in place. It takes expertise. So above all, Barrett says, don’t pretend to know the answer when you don’t.

“Ask for help when you need help; get experts when you need expert opinions. Don’t put yourself out as an expert in something if you’re not sure. That can get you into a lot of trouble.” Legal advice, he says, is a particularly tricky field to step out on—so don’t even try. “Some board members may think we can give them free legal advice, but we can’t.”

He knows they want to help; they just have to be wary. There aren’t many board members who take the role lightly, and if they do, they don’t usually last, Barrett says. He enjoys his work—so much so that he’s now president-elect of the Institute of Real Estate Management (IREM). “It’s a challenging business, and rewarding when you solve problems for your associations,” he said. “The most rewarding thing is to have them be in better shape than when you took them on, both from a financial and a physical standpoint.”

Anne Connery Frantz is a freelance writer and a frequent contributor to New England Condominium.