43 Property Manager Interview Questions (+ Answers)

List of 43 Property Manager Interview Questions & Answers

To view our answers examples, please upgrade.

1.

When you believe an unethical issue is occurring, how do you react?

Audra Kresinske wrote: "If I suspected or was aware of unethical behavior, I would report it up the chain of command to be dealt with. I represent the company that I work for, and it is important that I maintain the integrity and accountability of the company and deal with all inappropriate behavior in a professional manner." Audra Kresinske wrote: "I would report it to my supervisor or an appropriate authority. I wouldn't intervene until I have orders to."

2.

What action would you take if you joined the company?

Audra Kresinske wrote: "The first thing I need to accomplish as a manager is understanding how the company works. I need to observe the way things are set up, listen to employees who know the processes, and get a feel for day-to-day operations. Once I understand that, I need to learn the needs of the company: are we attracting the right tenants? Are we attracting enough of them? Then I'd develop a plan to make the right improvements, with an eye for continuous and incremental improvements." Audra Kresinske wrote: "The first thing I need to accomplish as a manager is to understand how the company works. I need to observe the way things are set up. Once I understand that, I need to learn the needs of the company: are we attracting the right tenants? Are we attracting enough of them? Then I'd develop a plan to make the right improvements, with an eye for continuous and incremental improvements."

3.

What methods have you found successful in determining the priorities when you start in a new facility?

Audra Kresinske wrote: "First and foremost, I seek to building relationships at a new workplace. Getting to know my coworkers on a personal level is a top priority because forming relationships leads to trust, honesty, and comfortability. When I feel like I know my coworkers and managers, I am best able to seek their honest feedback and opinions about the current atmosphere, productivity, and systems in the workplace. From there, I am able to identify which common themes need to be immediately addressed. While efficient workplace practices are important, so is the retention of employees, so I'd want to make sure people feel heard before I begin taking action and making changes."

4.

What is the largest building or space that you have managed?

Audra Kresinske wrote: "The largest space I've managed was a 14 store-front shopping center. Each space ranged from about 1200 to 1800 square feet and the spaces were leased to a wide variety of tenants like a dry cleaner, a gift shop, a chiropractor, a cafe, etc. At this center, I worked directly with the owner and was responsible for leasing, collecting rent, calculating taxes and common area maintenance, and all upkeep and maintenance of the property, including landscaping and signage."

5.

What is the salary that you expect?

Audra Kresinske wrote: "I have faith that your company will extend an offer that's an accurate reflection of how much value I bring to your organization." Audra Kresinske wrote: "I have faith that your company will extend an offer that's an accurate reflection of how much value I bring to your organization."

6.

What factors are crucial within an organization and must be present for you to work most effectively?

Audra Kresinske wrote: "Trust is absolutely important to me. I need my superiors to trust me to deliver the results they want. I also value positive relationships at work. Teamwork is very important to me and I hope to work with people who are committed to serving others and working together towards a common goal. Opportunities for growth and continued development are also things that keep me motivated to always be improving." Audra Kresinske wrote: "Trust is absolutely important to me. I need my superiors to trust me to deliver the results that they want. If they don't trust me, then they'll end up getting in the way of daily operations, which jeopardizes my ability to deliver the results they're asking for."

7.

How long would it take you to make a meaningful contribution to our property?

Audra Kresinske wrote: "I typically become comfortable with a new job within a month. In the second month, I start learning the working and communication styles of my team members and my superiors. In the third month, I'm able to interpret all of that to understand the needs of the organization and the style in which the team prefer those needs to be met. Then, within the next three months, I start making significant improvements. In my last job, I earned a 15% raise within the first three months, and I made a lasting impact by the sixth month." Audra Kresinske wrote: "I typically learn a new job within a month. In the second month, I start learning the working and communication styles of my team members and my superiors. In the third month, I'm able to interpret all of that to understand the needs of the organization and the style in which they prefer it to be met. Then, within the next three months, I start making significant improvements. In my last job, I earned a 15% raise within the first three months and I made my superiors proud by the sixth month."

8.

We currently have 10 percent vacancy. How will you try to fill those spots?

Audra Kresinske wrote: "The challenge, as usual, is balancing quality with quantity. I'd have to identify the profile of the kind of tenant who would be the best fit for the space. Then, I'd develop a marketing plan to get their attention. In marketing the space, I would consider who the ideal tenant is and how to get the advertisement or promotion in front of their eyes? I've found success in previous projects by using Facebook. Facebook offers highly-targeted ads, which help us make sure that our message is getting in front of the right people. I also create a Facebook page for the building and encourage the current tenants to form an online community to share interesting news and information. This creates visibility for the kinds of people who live in the property, which naturally attracts the right kind of tenants and screens out the undesirable ones." Audra Kresinske wrote: "The challenge, as usual, is balancing quality with quantity. I'd have to identify the profile of the kind of tenant that's the best fit for us. Then I'd develop a marketing plan to get their attention. Who is our ideal tenant, and how can we get our advertisement or promotion in front of their eyes? I've found success in previous projects by using Facebook. They have highly-targeted ads, which helps us make sure that our message is getting in front of the right people. I also create a Facebook page for the building and encourage the current tenants to form a loose community to share interesting news and information. This creates visibility for the kinds of people who live in the property, which naturally attracts the right kind of tenants and screens out the undesirable ones."

9.

Have you ever discontinued service with a vendor or contractor? How did it go?

Audra Kresinske wrote: "I did end up discontinuing service from a snow removal company. They were never quick to remove snow from my shopping center's parking lot and I was always getting calls from my tenants about it. The company was also never quick to return my calls, so I did some research and found a new company. It was no big deal to end service with them. I was honest about my disappointment, but probably due to their busy schedule, they did not try too hard to keep me as a client. I moved on to a more competent company that I can depend on."

10.

Describe a recent project where you were responsible for managing multiple people or teams. What were some of the key challenges and how did you handle those challenges?

Audra Kresinske wrote: "In a recent project I spearheaded, the main challenge was learning how to communicate effectively with all the different people on the team and understanding what motivated them to do a great job. For this project, we were planning and executing a welcome event for the students in one of our residential properties at the start of the school year. In order to keep communication clear, I communicated through the supervisor of the building in some instances, who was best-equipped to motivate his team members. After all, he saw them on a daily basis and was responsible for their performance. So, I set very clear expectations of what needed to be done, with a specific deadline, and at what standards of quality. If we weren't meeting the standards that we agreed upon, then I would coach the supervisor in leadership and help him or her get the best out of his team. In other instances, I communicated directly with the employees who worked most with this property. It wasn't so different from communicating with a supervisor. I made sure to set clear expectations and help them remove any obstacles. I measured their performance and mentored them to accomplish each task. In the end, due to my leadership and the relationships I'd built with the team, we pulled off a very successful and well-attended event to welcome students back to campus." Audra Kresinske wrote: "The main challenge was learning how to communicate effectively with all the different people on the team and understanding what motivates them to do a great job. In some instances, I communicated through the supervisor, who's best-equipped to motivate his team members. After all, he sees them on a daily basis and is responsible for their performance. So I just set very clear expectations of what needs to be done, by when, and at what standards of quality. If we aren't meeting the standards that we need, then I coach the supervisor in leadership and help him or her get the best out of his team. In other instances, I communicated directly with the individuals. It isn't so different from communicating with a supervisor. You just have to set clear expectations and help them remove any obstacles. You measure their performance and mentor them on how to perform at the level that you need them to."

11.

Describe a time when you had to balance quality management with a challenging project schedule.

Audra Kresinske wrote: "In my previous role, I built great relationships with trusted contractors and service providers I knew I could count on. I knew they would be direct, honest, and straightforward with me, regardless of the task or project at hand. It took awhile to find contractors and service providers I could always call on for help, but it makes a world of difference to have people in your corner who are trustworthy, dependable, and care about quality. This became very clear to me when I took on managing the project of renovating the storefronts of the shopping center I managed. Because I had built a relationship with the contractors and service providers I was working with over many years, they were able to provide me with honest quotes, design advice, and brought up potential road blocks. Investing in quality, mutually beneficial relationships over the years really saved the owners of the building money in the long run and helped the project run smoothly."

12.

What is your definition of empowerment?

Audra Kresinske wrote: "Empowerment in the workplace means employees feel welcome to take calculated risks and work independently. Creating an environment that fosters empowerment is important because it allows employees to take ownership of their work, to think outside of the box, to provide quality feedback and solutions, to feel successful as an active member of a team, and to develop professionally. This is important to me when managing a team of employees."

13.

What do you do when priorities change quickly? Provide an example of a time to had to respond to change.

Audra Kresinske wrote: "When things come up and priorities change, I am quick to adapt and readjust in order to meet the most immediate need. Unexpected things pop up all the time as a property manager. Last winter, a pipe burst in one of my vacancies at the shopping center I managed. I heard almost immediately from the tenant next door, and while I was not planning on visiting the center that day, I reorganized my day, drove to the center, called my plumber, and quickly came to a solution for this unexpected issue. There was nothing I could've done to prevent it or predict it, but I chose to rearrange my plans for the day and respond to it the best way I knew how."

14.

If I were to interview the people who have reported to you in the past, how would they describe your management style?

Audra Kresinske wrote: "My direct reports would tell you that I'm a very positive and encouraging leader who knows how to keep them motivated. I insist on building positive relationships with people I'm responsible for. I do this by showing them respect and acknowledging and rewarding the good work they do. In a previous role, after holding a mid-year review with a team member, she mentioned to me that she appreciated how approachable I was and that my openness to feedback made her feel comfortable to share ideas that may improve our systems. On the other hand, if they're not performing to standards, I make sure they know what the standards are, and I help them improve to meet those standards." Audra Kresinske wrote: "My direct reports would tell you that I'm a very positive and encouraging leader who knows how to keep them motivated. I insist on building good relationships with the people who I'm responsible for. I do that by showing them respect and acknowledging and rewarding the good work that they do. On the same token, if they're not performing to standards, I make sure that they know what the standards are and I help them improve to meet those standards."

15.

Why do you want to become property manager of this building?

Audra Kresinske wrote: "I want to manage this building for two reasons--the people and the location. I've heard that the people who live here are very community-oriented, and I want to do everything I can to encourage that. The location is also great because it's convenient for me to get to and also part of a growing neighborhood. There is a lot of potential here, and it is exciting for me to think of being a part of that growth." Audra Kresinske wrote: "I want to manage this building for two reasonsâ€”the people and the location. I've heard that the people who live here are very community-oriented, and I want to do everything I can to encourage that. The location is also great because it's convenient for me to get to, and also part of a growing neighborhood. It's always exciting to be a part of that growth."

16.

Rate your management skills on a scale of 1 to 10, with 10 representing excellent management skills. Provide three examples from your past work experiences that support your reasoning.

Audra Kresinske wrote: "I would rate myself at an 8 out of 10. Management ability is based on leadership and organizational skills and I have developed in both of these areas over the course of my career. The ability to leading others effectively is very important. I had an employee who was very upset and told me that she was going to quit the job. I talked to her for several hours to figure out what was going on in her life and determined what she wasn't getting out of the job. After our talk, she came back to work on Monday, thanked me, and told me that having me as a manager was truly a blessing. It was one of the most rewarding moments in my career. Then there's a desire for continuous improvement. In my last management position, I saw many opportunities to improve the way things were being done, so I continually made small changes. For instance, the signs that we were posting were not very clear or visible, so I changed them. I also improved the efficiency of upkeep and the response time of repairs, which resulted in much happier tenants. I seek regularly feedback from employees to improve processes and systems. Finally, the ability to lead well and make positive changes requires organizational skills. In my most recent management position, I created more structure for employees, so they can rely on a regularly schedule. For example, I organized a weekly recurring meeting on Monday afternoons and biannual review and feedback conferences. This structure allows employees to stay informed, be held accountable, and have a voice. As you can see, I can retain and motivate employees to do a good job, and I can lead them to implement changes that result in an improved reputation for the building, which leads to higher value and increased rent." Audra Kresinske wrote: "I would rate myself at an 8 out of 10. Management ability is based on leadership and organizational skills. Leading others is very important. I had an employee who was very upset and told me that she was going to quit the job. I talked to her for several hours to figure out what's going on in her life and what she isn't getting out of the job. After our talk, she came back to work on Monday and thanked me, telling me that having me as a manager was truly a blessing. It was one of the most rewarding moments in my career. Then there's continuous improvement. In my last management position, I saw many opportunities to improve the way things were being done at that moment, so I continually made small changes. For instance, the signs that we were posting were not very clear or visible, so I changed it. I also improved the efficiency of upkeep and the response time of repairs, which resulted in much happier tenants. As you can see, I can retain and motivate employees to do a good job, and I can lead them to implement improvements that result in an improved reputation for the building, which leads to higher value and increased rent."

17.

Describe the work environment or culture and the management style in which you have experienced the most success.

Audra Kresinske wrote: "I'm most successful in an environment where I'm trusted to lead a team and where I'm judged by the results that I produce. When upper management starts to direct middle management in the way that the team should be run, the company runs the risk of alienating the team members on the ground floor. A good manager knows their people well and how to push them to perform at high levels because they see them on a daily basis and are the most well-informed. A manager is the best-equipped to make decisions about how to achieve the results that upper management wants. That's all I ask for: to be trusted to deliver strong performance for my superiors." Audra Kresinske wrote: "I'm most successful in an environment where I'm trusted to lead the team and where I'm judged by the results that I produce. When upper management starts to direct middle management in the way that the team should be run, the company runs the risk of alienating the team members on the ground floor. A good manager knows his people well and how to handle them to get them to perform at high levels because he sees them on a daily basis and is the most well-informed. He is the one who's best-equipped to make decisions about how to achieve the results that upper management wants. And that's all I ask for: to be trusted to deliver strong performance for my superiors."

18.

What experience do you have handling tenants?

Audra Kresinske wrote: "I've worked with many commercial tenants. They can be a very demanding crowd, but that's fully expected, and I can sympathize with them. After all, they're trying to focus on making enough revenue so they can pay the rent, which is of course used to pay me and the team that keeps the building running smoothly. I've also worked with residential tenants before, in large apartment complexes with 30-60 units. I'm equally comfortable working with both kinds of tenants." Audra Kresinske wrote: "I've worked with many commercial tenants. They can be a very demanding crowd, but that's fully expected and I can sympathize with them. After all, they're trying to focus on making enough revenue so that they can pay the rent, which is of course used to pay me and the team that keeps that building running smoothly. I've also worked with residential tenants before, in large apartment complexes with 30-60 units. I'm equally comfortable with both kinds of tenants."

19.

Describe to me the last property you managed. What did you find to be successful during that time, and what could have been done better?

Audra Kresinske wrote: "The last property I managed was a portfolio of houses rented out to college students. The company was very successful in attracting students to rent there. They had great marketing materials, and the location was convenient. The company was also known for their attention to detail and quick turnaround time when any maintenance was required in the properties. There were a few areas they could've improved though. For instance, a lot of students left after a semester, so we were constantly scrambling to get new tenants. They often left because the tenants just weren't suited for each other. There were party-goers who were next door to studious tenants; it just caused a lot of friction. Looking back, I would've marketed each house or section to a different demographic. For example, I would market one house to students looking for a calm space with quiet hours and another to those who were comfortable with noise. That way, the tenants would be a better fit for each other and they would stay longer, which means we wouldn't have to constantly run new marketing campaigns." Audra Kresinske wrote: "The last property I managed was a portfolio of houses rented out to college students. They were very successful at attracting the students to rent there. They had great marketing and the location was convenient. There were a few areas they could've improved though. For instance, a lot of students left after a semester, so we were constantly scrambling to get new tenants. They were leaving for several reasons. For one, the tenants just weren't suited for each other. You had party-goers who were next door to studious tenants. It just caused a lot of friction. What I would've done differently is to market each house or section to a different demographic. For example, I would market one house to students who are known to be more serious about studying, and another to those who are known to hold more parties. That way, the tenants would be a better fit for each other and they would stay longer, which means we don't have to constantly run new marketing campaigns."

20.

What sort of marketing objectives did your past property employ? Which marketing initiatives did you create and start? Were they successful?

Audra Kresinske wrote: "Before I was on board at my last property, they just ran print ads in the local college newspapers. That meant that they mostly got tenants who were in their second year or even older. When I got there, I started a Facebook page and attracted freshmen whose families were less cost-conscious. I encouraged the tenants to share Yelp reviews through the Facebook page and helped organize a community for those tenants. They loved it. Very quickly, word got around that our company's properties were the best for students moving in from out-of-state, and we started seeing tenants who were not only willing to pay more rent, but also willing to give us free advertising by organically being brand ambassadors for us." Audra Kresinske wrote: "Before I was on board at my last property, they just ran print ads in the local college newspapers. That meant that they mostly got tenants who were in their second year or more. When I got there, I started a Facebook page and attracted freshmen whose families were less cost-conscious. I encouraged the tenants to share Yelp reviews through the Facebook page and helped organize a community for those tenants. They loved it. Very quickly, word got around that our company's properties were the best for people moving in from out-of-state, and we started seeing tenants who were not only willing to pay more rent, but also willing to give us free advertising by organically being brand ambassadors for us."

21.

What do you know about our organization?

Audra Kresinske wrote: "I took some time to page through your website and get familiar with your work. I noticed two of your company values are open communication and timeliness. In order to keep tenants happy, I think these two values are absolutely crucial. I try to respond to all calls and emails within 24 hours and keeping open lines of communication prevents confusion and disputes. I also noticed that you manage several residential buildings in the area. I have most experience with and really enjoy managing residential properties. I noticed you're hiring several property managers; are you in the process of attaining new property in the area?"

22.

What process have you used to screen potential tenants in the past? Walk me through the process.

Audra Kresinske wrote: "I follow standard industry practice, such as verifying employment, background and credit checks, and references. I take it one step further though. I take the time to really get to know the tenant. I really consider their likes, dislikes, and lifestyle. I need to try to predict what their complaints might be and whether they'll be a high or low maintenance tenant. I document and file each step of the process to keep current records." Audra Kresinske wrote: "I follow standard industry practice, such as verifying employment, background and credit checks, and references. I take it one step further though. I take the time to really get to know the tenant. What are his or her likes and dislikes, what's her lifestyle like? I need to know what his complaints might be, and whether they'll be a high or low maintenance tenant."

23.

What is the most challenging aspect of being a manager?

Audra Kresinske wrote: "The most challenging thing about being a manager is handling negative employees who aren't showing signs of improving. With some people, there's only so much that you can do for them to help them improve. In fact, there's often that one person who has a very negative attitude, and this person can bring the whole team down. When everyone else is enjoying something, they'll be the one to point out something negative that nobody thought about. When I encounter an employee like this, I try to speak with them privately and really get to know them. I like to find things I have in common with my employees so we can connect on a personal level and then I can coach them to be more professional and positive." Audra Kresinske wrote: "The most challenging thing about being a manager is handling negative employees who aren't showing signs of improving. With some people, there's only so much that you can do for them to help them improve. In fact, there's usually that one person who has a very negative attitude, and this person brings the whole team down. When everyone else is enjoying something, they'll be the one to point out something negative that nobody thought about. This is something that I'm trying to learn how to overcome. I see it as a challenge to help this person do a 180-degree change, to go from being negative to being positive. It's not easy, and it may not always be productive, so I make sure that I don't focus on it too much. But it's an opportunity I always keep an eye out for, because I think that's what separates a good manager from a great manager: being able to get good performance out of any personality."

24.

Why are you looking for a new job?

Audra Kresinske wrote: "I've really enjoyed working for my previous company, but I am ready to move on and take on more responsibility. I want to develop professionally and advance my career. I am hopeful to work under someone who can mentor me and share different perspectives of the industry. I have also previously managed small commercial properties, and I'm hoping to take on larger properties with more potential to attract and sign tenants. I am very excited about this new opportunity."

25.

How do you perform when others need your guidance in a building crisis?

Audra Kresinske wrote: "Even in times of crisis, I remain calm and professional and do my best to come up with a quick solution. I am very good at thinking on my feet, listening to and empathizing with people's needs, and taking matters into my own hands to resolve a situation in the best possible way. I plan to always have a list of maintenance workers on hand, should any properties require emergency maintenance and to develop crisis plans for each property that I manage to ensure all of my bases are covered. Should a crisis arise, I will be well prepared."

26.

Has there been an occasion when you refused to bow to a customer's pressure to 'bend the rules'?

Audra Kresinske wrote: "No, I have never bent the rules for a tenant. I am committed to upholding all company rules and policies and I would not make an exception to appease a tenant. Rules, policies, laws, and ordinances are put into place to protect tenants, customers, and all parties involved. These must be upheld to ensure everyone's safety and fairness amongst tenants." Audra Kresinske wrote: "No, I've never bent the rules for anyone. It's important that the tenant understands that the rules are not negotiable. Once word gets around that the rules were bent in that tenant's favor, other tenants will start asking for exceptions as well, and soon enough you'll have chaos. If enough tenants start complaining about the way the building is run, I would of course look into the matter. But for the most part, the rules need to be enforced consistently for everyone's benefit."

27.

Tell me about a time when you experienced a major change to your normal work practices. How did you handle it?

Audra Kresinske wrote: "I think most people would find major changes to routine procedures they conduct on a daily basis to be somewhat annoying. To be completely honest, I'd initially be a little bit annoyed, like most people. But then, I remind myself that these decisions are made in what upper management believes to be best for the company. And since I'm a team player, and I recognize that the company's best interests are also my own best interests, I just look for ways to learn the new procedures as quickly as I can. The change is going to happen anyway, so I may as well make the transition as smooth as possible. Last year, the management at my previous company decided to upgrade the system tenants used to report maintenance issues. The current system was easy to navigate, and I had a lot of information saved on that system from previous situations I had dealt with. Ultimately, I knew the upgraded system would provide a better, more timely service for the tenants, so I quickly adjusted to the new system and even committed to training other employees on how to manage work orders that came through." Audra Kresinske wrote: "I think most people would find major changes to routine procedures that they conduct on a daily basis to be somewhat annoying. To be completely honest, I'd initially be a little bit annoyed like most people. But then I just remind myself that these decisions are made in what upper management believes to be best for the company. And since I'm a team player, and I recognize that the company's best interests are also my own best interests, I just look for ways to learn the new procedures as quickly as I can. The change is going to happen anyway, so I may as well make the transition as smooth as possible."

28.

Describe a time when you implemented a new idea without being asked or pursued a new opportunity that could improve the building.

Audra Kresinske wrote: "One day, when I was talking with a rental agency, they mentioned that they were seeing an increase in out-of-town inquiries. So, I organized an event to bring these prospective tenants together. I observed them very closely and identified what they had in common and who got along with each other. I also found out what they liked and disliked about the building. Essentially, I conducted a very cost-effective focus group and found out what kind of demographic our building appeals to the most. I used that experience to inform our marketing efforts going forward, and that helped reduce our vacancy rates and improved the quality of our tenants." Audra Kresinske wrote: "One day, when I was talking with a rental agency, they mentioned that they were seeing an increase in out-of-town inquiries. So I organized an event to bring these prospective tenants together. I observed them very closely and identified what they had in common and who got along with each other. I also found out what they liked and disliked about the building. Essentially, I conducted a very cost-effective focus group and found out what kind of demographic our building appeals to the most. I used that experience to inform our marketing efforts going forward, and that helped reduce our vacancy rates and improved the quality of our tenants."

29.

Describe a scenario where you had to balance competing customer demands with project constraints. How did you ensure customer satisfaction while maintaining the goals of the project?

Audra Kresinske wrote: "In my previous role, the owner of the commercial property I managed wanted to give the shopping center a facelift. They wanted to completely renovate all storefronts and signage to make the building appear more modern. I was nervous to present this to the tenants, as there would be a few days throughout the course of the project that construction would be completely blocking the entrances to their storefronts. In order to soften the blow and make up for a potential loss in revenue on those few days of construction, I spoke with the owner about a 5% rent reduction that month. The owner agreed and the news went over well with the tenants. I was able to communicate information about the project well ahead of time and the rent reduction helped the tenants agree to the renovations. In the end, everything went off without a hitch!"

30.

How do you reward employees?

Audra Kresinske wrote: "I am a big proponent of public praise for great work. In my previous role, we had the opportunity to share shout outs at our weekly Friday meeting, where people were encouraged to publicly acknowledge each other for great work. On a quarterly basis, we also gave awards in a similar fashion. I also love allowing employees flexibility at work, particularly in the summer. I would support flex Fridays or casual Fridays to reward employees. Any opportunity to have fun with coworkers is always welcomed, so I would enjoy to plan outings or even staff lunches to promote workplace camaraderie."

31.

What was the most challenging space you've had to lease in the past? What made it a challenge?

Audra Kresinske wrote: "The most challenging space I've had to lease was an apartment building next to a freeway. As soon as potential tenants would arrive to look at the space, they would be turned off by the noise and proximity of the freeway. The building was only about 20 years old and the units were nice with updated appliances. Ultimately, I decided that more amenities were needed in order to attract residents. I developed a plan to build out a small gym on the bottom floor, in an effort to add value to the building. The owners approved the plan and the gym was renovated. We chose not to raise the rent prices and market specifically to residents who would utilize this feature. It was a long road, but the gym renovation did eventually help us lease more apartments in the building."

32.

What is your definition of Quality Assurance (QA), and who should be responsible for QA?

Audra Kresinske wrote: "Quality Assurance is taking the time to ensure that quality standards are being consistently met and maintained. QA requires a deep understanding of quality standards and a discipline to always adhere to those standards. As the manager, I will be responsible for QA until I feel I can train someone with a keen attention to detail to take over."

33.

How have you improved as a property manager over the years?

Audra Kresinske wrote: "I have definitely come a long way since the early days of my career. These days, I am much more focused on finding the right tenant for each space. I am less concerned about simply filling the space and more concerned about the long term. For commercial spaces, I consider how the potential business might fit in with businesses in the area and whether my space is a good fit for it. My job is much less stressful when there is less turnover. Because of my established relationships with contractors and service providers, I am much more efficient in hiring people and solving problems. I've learned who I can trust and to spend money on quality over quantity. I'm always looking to work smarter, fine tune my strategy and processes, and learn more about property management."

34.

Tell me about your greatest strength or skill that makes you a great property manager?

Audra Kresinske wrote: "My greatest strength in my work is probably my ability to listen. I listen closely to try to understand people's needs and I do my best to meet them. My ability to listen and understand helps me to build strong relationships with people and this allows others come to trust me. I also listen closely whenever I have the opportunity to learn, whether it be from a continuing education course, a colleague, a tenant, or a book I'm reading. I consider myself a lifelong learner and always do what I can to perform at my very best."

35.

How would you handle a situation in which the direction from above was unclear and circumstances were changing?

Audra Kresinske wrote: "Change is inevitable, although it is often accompanied by growing pains and learning curves. If I was unclear as to a new process or any change implemented by management, I would be sure to reach out directly to manager to gain clarity. I would be sure to approach them with a list of questions, so that I could gain a better understanding of the change and how it directly affects me and my role. I understand that leadership teams make decisions, as they see fit, in order to benefit the company in the long run. I am able to quickly adjust and adapt to change and am comfortable asking for help, if need be."

36.

Describe how you would motivate a group of people to do something they did not want to do.

Audra Kresinske wrote: "Last summer, I had to motivate my teenage children to clean out the garage. No one wanted to tackle this chore, including myself, but it needed to be done to clear up space and get rid of some of the toys and things they hadn't played with since they were little. I knew my kids would be motivated by food, so I planned to have donuts for them when they woke up that morning and then we ordered pizza for dinner at the end of the day. We also tried to make it as fun as possible by playing music, taking breaks, and laughing at memories that different toys reminded us of as we cleaned up and organized. What was at first a daunting chore turned out to be a fun and full day of quality time. I hope to bring this same approach into my work as a manager. Recognizing what motivates people, setting up incentives, and being willing to bring a positive attitude and make the most of it are all things that I want to use to motivate my team."

37.

What job duties would you like to avoid, if at all possible?

Audra Kresinske wrote: "Surely there are some aspects of property management that are less desirable than others, like having difficult conversations with tenants or dealing with unexpected emergencies, but I am a team player and am committed to running my properties professionally and effectively. I know I will have to take the good with the bad, but I really enjoy this line of work and will remain committed to my people and my properties."

38.

Tell us about an innovative idea or change that you implemented. Was it successful? Why or why not?

Audra Kresinske wrote: "The most innovative and successful idea that I contributed in my previous role was to upgrade our company's website to have a more modern and sleek design with more capabilities. I had the idea of hiring photographers to take updated photos of some of the best features in our portfolio of buildings and of our staff. I then brainstormed other ways in which this website could be a hub for our tenants. Now, our tenants can reserve meeting rooms within our buildings, pay their rent, submit maintenance requests, and connect with each other, all through our new and improved company website. It has been incredibly helpful to have all of our information updated and in one central location, both for the management side of things and for our tenants."

39.

Tell me about a time when you influenced the outcome of a project by taking a leadership role.

Audra Kresinske wrote: "In college, I was on the leadership board for a club called Outdoor Adventures. The club was focused on leading groups of students on day-long trips in the great outdoors. This often involved hiking, biking, kayaking, camping, swimming, climbing, etc. As we thought up new ideas for trips in our area, I had the idea of starting a quarterly triathlon-style trip. The trip would include an opportunity for swimming, biking, and running in the same day-long trip. I scouted out some locations, put together an itinerary, planned transportation and meals, marketed the trip to our members, and ended up leading four very successful trips that school year. I loved the opportunity to see this project through, from a simple idea to a really unique experience that the club still offers to this day."

40.

Describe a situation when you were able to have a positive influence on the actions of others.

Audra Kresinske wrote: "The first instance that comes to mind is the influence I had over my previous employees. I got to know them on a personal level and spent lots of time learning about them and their families in organic conversations at the office. My employees knew that I really cared about their wellbeing, not just their performance at work and what they could provide for me. So, when it came time to provide feedback or advice, I knew how to go about it carefully in a way that each person would receive. I knew Adam preferred to receive feedback privately and didn't like to be corrected publicly. I knew April appreciated very direct, immediate feedback so she could quickly make corrections. I knew that Sarah was not very comfortable accepting compliments, but that she appreciated hearing them. My employees appreciated the different approaches I took in my interactions with them and my openness to hear from them, and this caused them to best respond to advice, feedback, and constructive criticism for the betterment of the company."

41.

Tell me about a time when you were particularly effective in prioritizing tasks and completing a project on schedule.

Audra Kresinske wrote: "In my previous role, the owner of the commercial property I managed wanted to give the shopping center a facelift. They wanted to completely renovate all storefronts and signage to make the building appear more modern. I knew this project would take careful planning, with all of the contractors and workers to coordinate and manage. I assembled a trusted team including an architect, a designer, a structural engineer, and a construction crew. During the course of this project, I set deadlines and held all parties accountable for their work. I communicated regularly with tenants and with the owners so there were no surprises or unexpected issues. I spearheaded the project and received great feedback that it was well organized and everything was communicated very clearly. I am still very proud of taking on this project and seeing it through to completion, on schedule and under budget."

42.

Tell me about a time when you had to deal with conflict on the job.

Audra Kresinske wrote: "The latest conflict I've had to deal with at work was between two tenants in a commercial building. Their spaces were right next to each other in the building and one complained to me that the other always had his radio on too loud. Apparently, the one tenant had already gone directly to the other and asked him to turn down his radio, as it was noisy and distracting to her and her employees. The other tenant agreed to her request, but the tenant was still unhappy with the noise level. I headed over to the building soon after to see if I could hear the music from the hallway. I could barely hear the music, but I still politely asked the tenant to keep the volume of his radio at an appropriate level. Days later, I got another call from the tenant complaining about the radio. I drove over to the building and stood in her space to listen. Come to find out, it was not his radio that she was hearing, but a loud piece of equipment he had in his space and used regularly. To ease the tension and work out the conflict, I recommended that the tenant move this large piece of equipment into a vacant space down the hall to keep the noise level to a minimum. The tenant agreed to it and both tenants left that meeting feeling heard."

43.

When have you had contractor disputes? How do you handle them?

Audra Kresinske wrote: "I have a great team of contractors that regularly service my properties, but it took awhile to find a team that I could depend on. Early on in my career, I grew frustrated with the company I hired to maintain the landscaping at a few of the buildings I managed. We had agreed that they would check on all buildings seasonally to plant flowers, cut grass, rake leaves, plow snow, and maintain the overall exterior appearance of the buildings. Each time I visited the buildings, I had to call the landscaping company and request that they come out and do something. The flowers were planted in the wrong spots or not enough of them were planted, the leaves were left piled up in a corner of the parking lot, snow plowing was not done in a timely manner, and communication was poor. I decided to finish out the year with this company, but do some research to find a new company come spring. I spoke directly with the owner and calmly explained that I was unhappy with the service and the communication, and that I would not be extending my contract with him. He apologized and said he understood. I moved on to a new company that next spring based off a referral I received from a trusted colleague."

Property Manager Mock Interview

To help you prepare for your Property Manager interview, here are 43 interview questions and answer examples.

When you believe an unethical issue is occurring, how do you react?

List of 43 Property Manager Interview Questions & Answers

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

How to Answer

Answer Example

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Example

How to Answer

Answer Examples

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Example

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Example

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Example

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Example

2 Community Answers

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

2 Community Answers

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

How to Answer

Answer Examples

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Example

1 Community Answer

Anonymous interview answers with our interview experts feedback

How to Answer

Answer Examples