Concept Review - Session 3. Conflict Resolution & Management

Transcription

1 Concept Review - Session 3 Conflict Resolution & Management H C C M U L T I - F A M I L Y P R O P E R T Y M A N A G E M E N T P R O G R A M D O N N A J O N E S A D J U N C T P R O F E S S O R

2 Session 2 Customer Service & Conflict Resolution Thursday s topic list Examine and discuss customer service Quantify excellent customer service, especially for Property Managers Discuss forthcoming Customer Service Issues Put into play Leadership Skills relevant to calming customers and arriving at peaceful resolutions

3 Career Services, Ms. Carolyn Davis Resume Services Business Etiquette Job Search Skills Southwest Career Services Center Virtual Career Center

4 Common Characteristics Leadership Good Listener Authoritative Powerful Presence Empathetic Sympathetic Pleasant to deal with Respectable Property Management Candidate Respected Knowledgeable Resourceful Good Listener Authoritative People person Presence

5 Customer Service Definition A customer service representative is An enthusiastic person who listens actively, smiles, problem solves and makes each customer feel like I m the one! Informative, resourceful, compassionate and attentive. Demonstrate patience, empathy, and approachable. Appreciative of my presence and business. Meet my needs, manage and exceed my expectations. Non-assumptive in their approach and ask probing questions.

6 Three Columns Fair Good Excellent

7 Key Performance Indicators Key performance indicators are quantifiable factors used as benchmarks to measure a process. How are we doing? Immediate feedback Return Business Customer Retention New Business Employee Turnover Source: Wikipedia; ISO Institute

8 Who is the customer? Internal External RELE 1091

9 Maslow s Hierarchy of Needs 5 Fulfillment and Self-Actualization 4 Psychological Safety - Self-esteem, reputation, status a. Cognitive Needs - Need to know and Understand b. Aesthetic Need - The need for Order and Symmetry 3 Social - Interaction with People - belonging, affection, love 2 Security - Physical Safety - freedom from attack 1 Physiological Food, Water, Shelter, Rest, Physical Contact Soure : AbrahamMaslow.com

10 Conflict Resolution When dissecting a conflict, we want to 1. Identify the issue and the emotion behind the conflict 2. Remember the personality styles of the parties involved 3. You recommend a solution

11 Sources of Conflict Withheld information or miscommunications Being positional You are right and others are wrong Needs not being met or the threat of needs not being met Expectations not fulfilled Inability or unwillingness to confront Unwilling to accept responsibility for the situation or their contribution to it

12 Conflict Resolution Conflict Resolution - Process if seeking a solution to a problem. Generally, five methods are available: (1) Problem solving or confrontation, where two parties work together towards a solution of the problem, (2) Compromising, where both sides agree such that each wins or loses on certain significant issues, (3) Forcing, where the project manager uses his or her power to direct the solution, resulting in a type of win-lose agreement where one side gets its way and the other does not, (4) Smoothing, where the major points of agreement are given the most attention and differences between the two sides are not highlighted and are thus not resolved, and (5) Withdrawing, where one or both sides withdraw from conflict. Soure : State of California Office of System Integration Glossary

13 LACK Process to Conflict Resolution L Listen Acknowledge and summarize A Ask Questions Clarify position... Do you think? Establish motive Why do you? Seek more information... Tell me more about C Communicate Assert your view I still think, The point is, I am concerned about K - Keep focused Strive for agreement or acceptance So would you agree, We both agree I can accept what you are saying..

14 Leadership and Management Real Estate Leadership - RELE 1091

15 Topic List Leadership versus Management Retention Communication Communication Model Listening Skills Body Language Real Estate Leadership - RELE 1091

16 Leadership versus Management - The manager s job is to plan, organize and coordinate. The leader s job is to inspire and motivate. Further discussion by the author Warren Bennis in his book, On Becoming a Leader, outlines the differences between managers and leaders: The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader s eye is on the horizon. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing. Adapted from The Wall Street Journal Guide to Management by Alan Murray, published by Harper Business. Real Estate Leadership - RELE 1091

17 Top five reasons people stay at their jobs Good Salary Like their coworkers Job security, or building equity/seniority Good benefits, such as medical/dental insurance and pensions plans Familiarity with the job. Source: Ajilon Office Survey Real Estate Leadership - RELE 1091

18 Why do people leave? Real Estate Leadership - RELE 1091

19 Why people leave Downsizing or restructuring 54% Sought new challenges or opportunities (30%) Ineffective leadership (25%) Poor relationship with manager (22%) To improve work/life balance (21%) Contributions to the company were not valued (21%) Better compensation and benefits (18%). Source: HR Morning, Article by Jim Giuliano June 6, 2008 Real Estate Leadership - RELE 1091

20 People Leave The Boss! 39% - Failed to keep promises 37% - Failed to give credit when due 31% - Gave them the "silent treatment" during the past year 27% - Made negative comments about them to other employees or managers 24% - Invaded their privacy 23% - Blamed others to cover up personal mistakes or minimize embarrassment Source: Florida State University Study Real Estate Leadership - RELE 1091

21 Key Performance Indicators Key performance indicators are quantifiable factors used as benchmarks to measure a process. How are we doing? Immediate feedback Return Business Customer Retention New Business Employee Turnover So, how can we retain our employees? Tenants? Service Providers?

22 Common Characteristics: Leaders, Customer Service Providers and THE BOSS Authoritative Capable Cheerful Diplomatic Empathetic Energetic Good Listener Helpful Powerful Pleasant Resourceful Responsible Strong-willed Sympathetic Worthy of being followed Real Estate Leadership - RELE 1091

23 Customer Service Elements Who Who is the customer? Who are they upset with? What What is the problem? What is the expected outcome? What is YOUR role in the scenario? When When was it promised? When can the action be corrected? Where Where did the situation occur? Where was the delivery address? How How did it become tangled? How are we going to correct it to the customer s satisfaction? Why Why did the customer select our company initially? Why did the situation escalate? Real Estate Leadership - RELE 1091

24 Messages about Conflict 1. Conflict is neither good nor bad. 2. Conflict is inevitable. 3. Doesn t have to result in winners and losers. 4. Both parties tend to think their opinion is fact. 5. Both sides see themselves as innocent who represent truth & fairness. 6. The conflict is rarely what the situation appears to be about! 7. Well-managed conflict has transformational power. 8. Managing conflict successfully requires an unnnatural response. 9. Unacknowledged conflict is detrimental to performance. Real Estate Leadership - RELE 1091

25 7 Habits of Highly Effective People Be Proactive Begin With The End in Mind Put First Things First Think Win-Win Seek First To Understand Synergize Sharpen The Saw

26 POP QUIZ!

27 Define Customer Service; excellent Customer Service? Key Performance Indicators - Why is it important for a Property Manager to be concerned them? Discuss at least 3 differences between Managers and Leaders. What are the 7 Habits of Highly Effective People? Breakdown the LACK conflict resolution model.

28 Communication Process Shannon & Weaver Model RELE 1091

29 Communication Process Components An information source, which produces (encoding) a message. A transmitter, which encodes the message into signals A channel, to which signals are adapted for transmission A receiver, which 'decodes' (reconstructs) the message from the signal. A destination, where the message arrives. RELE 1091

30 Types of Listening False A person is pretending to listen but is not hearing anything that is being said. Partial Listen to the other person with intent and become distracted Full Listener pays close attention to what is being said, seeking careful understanding Deep A form of listening that not only hears what is said but also seeks to understand the whole person behind the words

31 Common Listening Habits 1. Lack of interest in the subject 2. Focus on the person, not the subject 3. Interrupting 4. Focus on the detail, missing the big picture 5. Force-fitting their ideas into your mental models 6. Body language that signals disinterest 7. Creating or allowing distractions 8. Ignoring what you do not understand 9. Letting emotions block the subject 10. Daydreaming

32 Communication & Conflict Basics of Productive Communication Words Voice Tone Body Language Dialogue vs. Monologue Asking Questions Listening Giving and receiving feedback perception checking Honesty Assertiveness. Active Listening Barriers Mentally rehearsing what you are going to say Interrupting and/or completing sentences Assuming you know what someone is going to say Offering advice for solutions Practice Active Listening Listening for words and feelings Paraphrasing Be non-judgemental and accepting

33 Body Language Body language is a form of non-verbal communication, which consists of body posture, gestures, facial expressions, and eye movements.

34 The Total Package Interview Don t Interview Do

35 Review Session What is leadership? Leadership versus management Is a leader a manager; is a manager a leader Are leaders born or made? How does leadership tie into your role as a property manager? Describe how being a manager impacts your role as a property manager. Why do people have different types of personalities? An individual has a personality and a personality. Real Estate Leadership - RELE 1091

36 S E S S I O N 1 R E S E A R C H, C A P T U R E A N D D I S C U S S W H A T A R E B R A C K E T S. W I T H T H E D I S C U S S I O N, P L E A S E I D E N T I F Y W H A T R O U N D WE A R E IN, A N D THE P A R T I C I P A N T S. P A R T 2. E X A M I N E A M Y S M I T H S R E S U M E A N D THE P R O V I D E D J O B P O S T I N G. M A K E R E V I S I O N S A N D E D I T S ON H E R R E S U M E SO T H A T S H E IS A M O R E V I A B L E C A N D I D A T E. S E S S I O N 2 R E V I E W Y O U R R E S U M E OR R E S U M E W O R K S H E E T. C O M P A R E Y O U R K E Y W O R D S TO THE J O B P O S T I N G A N D D E T E R M I N E IF Y O U R W O U L D BE A V I A B L E C A N D I D A T E. IF N O T, RE-DESIGN Y O U R R E S U M E C O N T E N T U S I N G THE C A R E E R S E R V I C E S W O R K S H E E T T E M P L A T E. P A R T 2. R E G I S T E R W I T H C A R E E R S E R V I C E S T H R U T H E I R P O R T A L. E M A I L Y O U R I N S T R U C T O R THE R E G I S T R A T I O N C O N F I R M A T I O N, OR, E M A I L A S C R E E N S H O T OF THE C O M P L E T E D P R O C E S S. P O S T I N G A N D S E S S I O N 3 C O M P O S E 5 Q U E S T I O N S A N D A N S W E R S F R O M THE 1 ST T H R E E L E C T U R E S ON L E A D E R S H I P S T Y L E S, C U S T O M E R S E R V I C E A N D / O R C O N F L I C T R E S O L U T I O N.