Property Manager Interview Questions

Property Manager Interview Questions & Answers

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1. 1.

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

   How to Answer

   Changes in the workplace happen all the time! The key here is sharing that you are supportive of change and happily adapt to the changes. Think back to a major change that you happily welcomed in the past two years. Describe the change to the interviewer, outlining the previous process, the requested change, and your reaction to the change. Next, share that you recognized why the company was making this change, and tell the interviewer that you were excited about the change and welcomed it openly.
   
   

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   Anonymous Answer

   "I would make sure that I understand the expectations and ask questions along the way. I feel change is necessary for growth so it's not always a bad thing."

   

   Stephanie's Answer

   While your response is very positive, it lacks a specific example. Can you think of a specific time when you encountered a significant change at work? What was the situation? How did you react? How did you move forward?

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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."

2. 2.

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

   How to Answer

   Consider in which of your past jobs you have been the most successful. Think about what you liked about that workplace. Think about whether it was a formal or informal environment, what your office was like, if you wore jeans or professional clothes to work each day, if you spent most of your day on the phone or out and about at the property. Next, think about your manager as well as the leadership team. Consider if they let you make independent decisions, if you got to set your own hours, and their interactions with you. Consider both the physical workplace and the professional relationships you formed. Share two or three of the things you liked best!
   
   

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   Anonymous Answer

   "I thrive in an environment that embraces change, is fast-paced, supportive of its employees, and encourages learning and growth."

   

   Stephanie's Answer

   You do a good job of describing the workplace qualities that you find ideal, but you should also address the management style that you work best under. For example: "I am highly adaptable and I believe that I could work well under a variety of management styles, but my preference is having a manager who is highly communicative and isn't shy about giving constructive feedback."

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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."

3. 3.

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

   How to Answer

   In response to this question, think about a project you completed or led that was a success. Reflect on exactly what it was that made the project go so well. Maybe it was your ability to plan ahead to have all of the materials in advance, or your ability to set aside everything else for a short period of time to get the project done. Maybe it was your ability to prepare a set of detailed step-by-step plans to ensure you knew exactly when your deadlines were. Tell the interviewer what project you were working on, as well as your role with the project. Next, share the outcome of the project, and express why the project went so well, focusing on how your effective planning and organization skills allowed you to achieve success.
   
   

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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."

4. 4.

   Why are you looking for a new job?

   How to Answer

   Be candid with the interviewer and share why you are pursuing other companies. Do your best to only talk about your previous employer in a positive manner, and focus on how you would like to better yourself with a new opportunity! If you are not a fan of your current manager, simply tell the interviewer that you are hoping to find a manager who can mentor you and help you grow as a property manager. If you dislike your current working hours, tell the interviewer that you are seeking a work schedule that allows you to have more time with your friends and family. Translate your reason for leaving into how you will benefit from the transition!
   
   

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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."

5. 5.

   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?

   How to Answer

   Think about the constraints you have encountered with projects. Weather, contractor availability, employee availability, city regulations (permits/zoning permits/inspections/environmental compliance), and budget are all possible constraints you may have encountered. Next, think about how these constraints affected your customers. Consider the feedback you received, questions customers were asking, and fears about not being able to provide customers with what they want. Providing examples of similar things will make for a solid response to this question. Start by telling the interviewer what project you were working on, the constraint you had, and the customer demand that you were competing with. Next, share what steps you took to ensure customer satisfaction during this time.
   In a rental industry, perhaps you focused on the customer relationship by offering guests at your property a free nights stay. If your restaurant was shut down, maybe you set up a discount with another local establishment for your guests. In a corporate or commercial property management setting, perhaps you acted as an advocate for tenants encouraging the city to keep the process for inspections on schedule. Maybe you opened the door for the city representatives to meet with tenants to allow them to have all of their questions answered about regulations before the project began. It's all about maintaining the positive customer relationship, so whatever action you took in your industry, explain the positive outcome your efforts had!
   
   

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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!"

6. 6.

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

   How to Answer

   Interviewers like hearing that you are willing to accept change with a positive attitude, and you will happily work through any challenges that come with change. Tell the interviewer that you understand change happens in companies, and you realize it is your responsibility to ensure you have clarity about the changes and implement them professionally. State that you would reach out to your manager to gain clarity on the direction you are supposed to take to ensure you are proceeding in the manner the leadership team intended. As a bonus, share that you understand the leadership team has good intentions with the changes, and you just want to ensure you are supporting the changes properly.
   
   

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   1 Community Answer

   Anonymous Answer

   "I would speak to my manager to discuss my concerns and hope for clarity."

   

   Stephanie's Answer

   In the "Revised Answer" section, I have suggested a revised response.

   "If I were faced with a situation in which the direction from management was unclear, I would ask for clarification and schedule a follow-up meeting or check-in, as needed. While I understand that changing circumstances can pose challenges, I am highly adaptable and recognize that sometimes situations change without notice."

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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."

7. 7.

   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.

   How to Answer

   If you are after a managerial position, chances are you already have experiencing being a great manager or you have some ideas as to what makes a great manager, but there is always room to learn and improve! If you have management experience, share what makes you an excellent manager. If you don't, share what you have learned and appreciated from former managers. After rating yourself, be sure to tell the interviewer that there is always room to grow and improve. Next, share your three examples. Pick three examples that show positive instances of great management. Some examples include a positive conversation you recently had with an employee, a recent innovative idea you implemented, a great ways to motivate your staff, etc.
   
   

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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."

8. 8.

   What action would you take if you joined the company?

   How to Answer

   Interviewers have a fear of hiring a manager who is going to come in and change everything right away. They want to hear that you will improve their company without completely rocking the boat. Tell the interviewer that you would begin by simply observing until you gained a good understanding of how the company operates, what is currently working well, and what is not working so well. Next, share that you would make any urgent changes that you identify right away, and you would wait until you had a solid understanding of the company needs before making any additional changes.
   
   

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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."

9. 9.

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

   How to Answer

   Communicate to the interviewer that you always have a calm, professional demeanor! The interviewer needs to hear that crisis situations do not get the best of you. Share that you understand your role during a crisis involves providing professional expertise with a positive attitude. Be sure to mention that you do not allow urgent situations to get the best of you, and you understand these situations are a great opportunity for you to share wisdom and expertise with others who need your guidance.
   
   

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   Anonymous Answer

   "I stay calm and follow procedures that are in place. I always like to have a list in place of who I can call to address any crisis."

   

   Stephanie's Answer

   Good response--I'm glad you highlighted the importance of staying calm!

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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."

10. 10.

    What is your definition of empowerment?

    How to Answer

    Empowerment is all about providing the right resources and trusting your staff to make decisions without having to come to you all the time. When staff feel empowered, they are able to work independently, creatively, and collaboratively to come up with quality solutions. Empowering your employees leads to added value and meaning, and it allows you, as a manager, to have more free time. It's a win-win!
    
    

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    Anonymous Answer

    "Giving people the respect and ability to make decisions."

    

    Stephanie's Answer

    This is a great working definition, but I suggest that you include a specific example of how you have empowered others (or been empowered yourself.) A specific example will make this response much more memorable!

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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."

11. 11.

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

    How to Answer

    Think about previous roles you've held, and consider if the people who reported to you had ever thanked you or complimented you for something. Any kind of positive feedback you can remember from a coworker under you would make for a great examples for this question. Tell the interviewer two or three things that your direct reports have thanked you for or given you positive recognition for. When in doubt, think back to your past performance reviews. Share the positive feedback you received about your leadership style. Be sure to tell the interviewer that your direct reports or past managers have told you they liked these things about you and your leadership; it will surely impress!
    
    

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    Anonymous Answer

    "In terms of what makes me unique, I go out of my way to make sure the needs of the property are met. That means follow up with board members, supers, and shareholders."

    

    Rachelle's Answer

    Good start! Can you further describe how this approach will set you apart from other candidates? Perhaps a story example of your property management style in action :)

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    Anonymous Answer

    "Relaxed, easy-going, and a great people person."

    

    Stephanie's Answer

    These are super positive traits for a manager to have, but I suggest developing this response a little more. What else can you share about your management style and experiences that would lead your interviewer to feel confident in your ability to lead a team?

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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."

12. 12.

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

    How to Answer

    Interviewers like hearing that you have thought ahead before diving into your project workload to ensure quality is thought about from the get-go. Think about a time when you had a hectic project schedule and you chose to build quality into the process before you ever started the project. You might have ensured you selected the appropriate personnel/contractors/team members. You may have built in essential project communication. You likely created in-depth project plans with deadlines for each part of your project schedule. Begin by telling the interviewer a little about your project schedule. Next, share that you recognized the complexity of this schedule right away, and share what steps you took to build quality into the schedule before moving forward. Explain that thinking ahead and building in quality measures early on allowed you to focus on the project schedule without having to worry about quality being compromised.
    
    

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    Anonymous Answer

    "I feel customer service is always first and foremost. I would make sure I'm aware of all obstacles and communicate accordingly."

    

    Stephanie's Answer

    Communication and customer service are positive traits, but unfortunately, this response doesn't adequately answer the questions. You should instead describe a time when you produced high-quality work while managing a challenging schedule.

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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."

13. 13.

    What is the salary that you expect?

    How to Answer

    We all have different financial situations, and that is okay. If there is a specific dollar amount that you need to make, share that with the interviewer, but understand that you might eliminate yourself from the candidate pool if the amount you require is higher than they can offer you. It's better to find this out sooner rather than later!
    If you do not have a specific dollar amount that you need, tell the interviewer that you would like to receive an offer that is equitable for the amount of experience and qualifications that you offer. This leaves the table open for negotiations, come job offer time!
    
    

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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."

14. 14.

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

    How to Answer

    Consider previous roles and what you've appreciated most about the environment, leadership, values, and growth/development. Think about things that are crucial for you to remain loyal, motivated, work hard, want to contribute, develop as a leader, continue learning, etc. Some common responses might include an ethical leadership team, trust, being a part of something bigger than yourself, making an impact, a sense of having more than a job, the employee benefits package, positive professional relationships, stability, opportunities for engagement and growth, being able to be involved, etc.
    Simply share what things are very important to you, and your passion will automatically come through!
    
    

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    1 Community Answer

    Anonymous Answer

    "I feel communication and teamwork are the most crucial factors. I'm motivated by helping others succeed and thrive."

    

    Stephanie's Answer

    Communication and teamwork are certainly important workplace qualities, but your response would be stronger if you included a specific example of how those factors have shown up in a previous organization you've worked for, to how you'd like them to show up in your next role. Being specific will take this response from good to great!

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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."

15. 15.

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

    How to Answer

    Interviewers don't expect us to be perfect! Instead, they want to hear how we have grown from our experiences. Think about key lessons you have learned during your career. Think about how you have changed your approach as a property manager over time. These make great examples for this question. Share two or three ways you have improved as a property manager during your career, and be sure to mention that there is always more learning to do!
    
    

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    1 Community Answer

    Anonymous Answer

    "Quality versus quantity. I feel it's important to really get to know your prospect to ensure that they will be a good fit for the long haul."

    

    Stephanie's Answer

    It's great to hear that you've improved in this area, but I suggest providing a specific example that showcases the ways that you've learned to focus on quality over quantity. A specific example will strengthen your response.

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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."

16. 16.

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

    How to Answer

    As a manager, you understand what it takes to motivate a group of people! Think about the fun ways you have encouraged people to achieve their goals in the past. This can be at work, on a sports team you have coached, your kids, etc. Maybe you created a fun contest or came up with an award for reaching a goal. Or, maybe you simply complimented your staff, sharing how much you appreciate their hard work and talents, and that was enough of a push to keep them going. Begin by telling the interviewer who the group of people was (your employees, your kids, little league team, etc.), being sure to include what task the group did not want to do. Next, share how you motivated the group, and wrap it up by sharing the successful outcome of your efforts!
    
    

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    Anonymous Answer

    "I would have a discussion and communicate why and what the benefits are of what we are doing and offer incentives to achieve it."

    

    Stephanie's Answer

    This is a great start, but I suggest developing this response a little more. Is there a specific example you can share of a time when you motivated someone to do something that they didn't want to do?

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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."

17. 17.

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

    How to Answer

    Your answer to this question provides an opportunity to show off the marketing strategies that you have developed over the course of your career. Consider what has worked well for you and what has attracted the type of tenant you are looking for. Having a plan is key, and finding the right tenants is essential! You may want to include incentivizing your current tenants to provide referrals, utilizing Facebook to market the property, updating signage in front of the buildings, offering a discount, building strategic partnerships in the community for referrals, etc.
    Keep your industry in mind, and share 1-2 strategies that you would pursue. Be sure to mention that finding the RIGHT tenants is essential, and your goal would be to fill the space with quality tenants as quickly as possible.
    
    

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    Anonymous Answer

    "Identify what type of tenant our community best relates to then use social media to target them. I would also talk to management about doing some temporary digital advertising."

    

    Stephanie's Answer

    These are great strategies but are there other potential ways to target folks who may not be as social media/digital savvy? If you have other ideas, feel free to incorporate those as well.

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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."

18. 18.

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

    How to Answer

    Think about the last time a contractor did not carry through on their promises or meet your expectations for quality of work. These situations make great examples for this question! Provide the interviewer with what work the contractor was supposed to be doing for you, and share what the outcome of the contractor's work actually was (...or, perhaps lack thereof if they failed to complete the project altogether). Next, share how you reached out to the contractor either via phone to talk about the issue or on-site to talk face-to-face. Discuss how you professionally and graciously told the contractor the issue and expressed your disappointment. Share what remediation you requested. You may have asked for the project to be re-vamped. You might have asked for your money back. Or, you may have asked for the project to be started all over again. Finally, be sure to mention that you enjoy working with contractors and typically don't have any issues with them. The challenging ones are few and far between, and you try to work with all of them on a pleasant and professional basis to maintain a positive image for the company.
    
    

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    "Prior to hiring a contractor, we have everything in writing and we review the proposed contract. Should a dispute occur, we address it with the contractor. Most of the time, the contractor agrees to fix the problem. If the contractor does not, we refer to the contract."

    

    Rachelle's Answer

    Your reply is a good start! First, be sure to phrase your questions with more targeted language and less collective language (i.e.: 'Prior to hiring a contractor, I...') Second, this question asks for a specific story example which you can quickly put together using the STAR framework as mentioned in previous feedback. I have provided a starter for you, below.

    "Before hiring a contractor, I have everything (what encompasses 'everything'?) in writing, and I review the proposed contract with all stakeholders. Should a dispute occur, I address it with the contractor. Most of the time, the contractor agrees to fix the problem; however, I have encountered instances when this was not the case. One example of a contractor dispute is...(give a story example and outline it using Situation, Task, Action, Result as your framework)."

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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."

19. 19.

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

    How to Answer

    If you have sound reason to believe an unethical issue is occurring, you should report it. Always. You might report it to higher leadership or through an ethics portal. Interviewers want to hear that they are adding trusted people to their team who want to maintain the integrity and accountability of their organization. There is no need to get yourself involved in the issue. It is your responsibility to simply report the issue and wait for someone from management, an ethics team, or compliance to approach you to learn more about what you know.
    
    

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    "Report to the chain of command."

    

    Stephanie's Answer

    While reporting to a chain of command is important, this response needs a bit more development. In the "Revised Answer" section, I have included a suggestion for one way this response could be re-stated.

    "When I believe an unethical issue is occurring, I first try to make sure that I have a full understanding of the issue so I'm not jumping to any assumptions, and then I want to share my findings with my supervisor, so they can support me in making sure the issue is reported through the appropriate chain of command. Handling ethical concerns is always tricky, and I always want to make sure that I am following protocol."

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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."

20. 20.

    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?

    How to Answer

    Provide the interviewer with an overview of the property. Describe the physical details of the property, its purpose, the types of tenants that were present (business/residential), and how many tenants there were. Next, share two or three things that were successful with that property, providing a high-level overview of each item, and share why you felt like they were a successes. Finally, mention one thing the company could have done better, as well as the approach you wish would have been taken instead.
    
    

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    "The last property I managed was an Assisted Living community. I was effective in my outreach efforts on getting the community name out there by my networking efforts with health care professionals. What I feel could have done better was corporates help with the branding of the community."

    

    Stephanie's Answer

    This is a solid specific example. You mention that corporate's help with the branding of the community could have been better; what exactly do you mean by that? What could you have done to improve that outcome? What would you do differently?

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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."

21. 21.

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

    How to Answer

    The simplest answer here is 'no!'. The interviewer needs to hear that you are an ethical person and always follow the rules with customers. You should not be willing to ever break a company policy or rule to appease a tenant. Simply tell the interviewer that you have not bent the rules due to pressure from a customer. Next, share that you have an ethical responsibility to uphold the company standards, and you intend to continue doing just that!
    
    

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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."

22. 22.

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

    How to Answer

    If you have leased space before, something likely jumped to mind right away! Simply tell the interviewer about that space (where is was located, what size it was, what type of tenant the space was intended for), how long it was available, and what made leasing it a challenge. Be sure to mention a couple of measures you took to try to lease it more effectively, such as posting it on websites, sending mailers, adding new signage in front of the property, etc.
    
    

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    "The most challenging was the last senior community I worked for. In spite of the commitment for renovations, it was dated, the parking lot was limited, and small rooms."

    

    Stephanie's Answer

    It sounds like this community was a bit challenging to rent, due to a number of factors. How did you work to overcome this challenge? How did you work around the obvious imperfections of the space?

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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."

23. 23.

    What is the most challenging aspect of being a manager?

    How to Answer

    Every job has its challenges, and that is okay! The interviewer wants to hear that you recognize the challenge and do not allow it to impact you negatively. Pick a challenge that is not a key part of the manager role. Two common examples might include the time it takes to recognize blindspots as you transition into your new role (those things you do not know about or cannot predict until it's too late) or conducting performance reviews with employees who have a lot of room for growth.
    Share your most challenging aspect as a manager with the interviewer. Share that you realize this is a challenge for you, and be sure to mention that you are continually working on this challenge to grow and improve!
    
    

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    "I feel the most challenging aspect is dealing with people and their expectations. It's about listening and talking less."

    

    Stephanie's Answer

    I suggest developing this response a bit more. In the "Revised Answer" section, I have created an example of how this response could be revised for clarity and impact.

    "One challenging aspect of being a manager is handling other people's expectations. Often, this means juggling competing priorities and sometimes having challenging conversations. I have improved in my own management style by learning active listening skills; I find that often people just really want to feel heard, and once I can give them space for that, their frustrations begin to fade."

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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. 24.

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

    How to Answer

    Talking to people! Leadership is all about relationship building, and as a leader, you know that building relationships with people allows them to open up for you to understand what items are priorities. Tell the interviewer that simply talking to people at all levels of the team, including your manager, other managers, and subordinates will allow you to understand the most pressing needs of the company, and you can then utilize that information to understand which things are priorities and need to be accomplished first.
    
    

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    "Getting to know my co-workers and company guideline and procedures. You can learn a lot from the people who are already in the new facility."

    

    Stephanie's Answer

    This is a great start, especially since building productive working relationships is so important. However, I suggest also tackling how you'd work o determine priorities if you didn't have other folks to lean on. How would you figure out which areas needed the most immediate attention?

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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."

25. 25.

    What do you know about our organization?

    How to Answer

    With any job interview, it is crucial to understand the organization you are applying to. We recommend visiting the company website to learn key information, such as current promotions and ongoing events. Watch the videos on their website, and take note of the information on their Careers page, if one is available. Arrive prepared to list off several things you learned from the company's website such as the number of tenants they have, number of buildings they own, when the company started, who started the company, mission statement, vision statement, core values, etc.
    
    

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    "It was formed in 2015 by two previous owners of Confer. You have 600 units and 100,000 sq ft commercial real estate. Your portfolio consists of mixed-use - commercial and residential."

    

    Stephanie's Answer

    It sounds like you've done some research! If you're able to add any information about what sets the company apart from competitors, that would be helpful to share.

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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?"

26. 26.

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

    How to Answer

    When screening potential tenants, regardless of the property type, describe your process. Be sure to demonstrate your organization and efficiency as you explain your process. Consider how you've gone about reviewing applications, if you have collected and checked references, completed background or credit checks, and/or verified employment to find quality tenants. Simply share which of these things you have utilized.
    
    

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    "I follow company policies ..... credit, income, background checks, etc. But most importantly I try to get to know them on a personal level to whether or not our community will be a fit for what they are looking for."

    

    Stephanie's Answer

    Great--it's clear that you have a good understanding of how to screen potential tenants.

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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."

27. 27.

    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?

    How to Answer

    Consider recent projects, with multiple people or teams involved, that ended up successful due to your leadership. Be sure to explain the context of the story so the interviewer can follow along with the scenario. Share certain details like if you were going through a transition of owners, if you led a property event, offered a resident life event, went through a program addition or add a new building, or took on a construction or large maintenance project. Begin by giving the interviewer a high-level overview of the project including the purpose of the project, what teams or people you were responsible for, and your role in managing the teams. Next, share what hiccups you encountered during the project, stating them as facts. Be sure to mention that you realize challenges are going to occur with projects, and you understand it is your responsibility to help maneuver through the challenges with ease. Next, share how you tackled each of the mentioned hiccups, and finally, share the successful outcome of the project because of your leadership!
    
    

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    "In my previous position with Elderwood the owners wanted to do a complete renovation of the community. It had to be done in stages and with little disruption to our residents as they were all elderly. The project had to be carefully planned with families being made aware of what was up and coming and scheduling the moves within the planned renovation schedule. I had to work with maintenance and all the various other departments to ensure that the units were ready for move-in as well as resetting their new apartments in a timely manner."

    

    Stephanie's Answer

    This is a great specific example! It sounds like you navigated competing priorities with grace!

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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."

28. 28.

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

    How to Answer

    Talking about ourselves in this way can be challenging. We recommend reaching out to a few colleagues, family members, and friends. Ask them for their opinion. You'll probably be surprised at the consistency in their responses! Their answers will give you insight into how to answer this question. Tell the interviewer what sets you apart, and explain how your co-workers, family members, and friends have encouraged you with your gift in this area.
    
    

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    "I'm someone who is emotionally intelligent. My greatest strength is my ability to listen and understand people's needs. I always do my best to meet them where they are at. My ability to listen has enabled me to foster long-lasting relationships with tenants, professionals, and personally, I also listen closely when I have an opportunity to learn. I'm always striving to become better."

    

    Stephanie's Answer

    This is an excellent response! Active listening is so important, and it sounds like you've mastered this area.

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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."

29. 29.

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

    How to Answer

    The interviewer wants to hear about a positive experience you have had with leadership. Think about a time when you led a sports team, led a college project, managed a store, or coached a little league team. These are all great examples! Start off by giving the interviewer a high-level overview of what you were leading, and share that you enjoyed the experience. Discuss the positive outcome that the group had, and explain that you would gladly lead again!
    
    

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    Anonymous Answer

    "The mortgage company of the association requested that the underground oil tank be removed immediately or the association would be fined. I immediately called on contractors the association approved, and I oversaw the project starting with building permits and open communication with the department of health."

    

    Rachelle's Answer

    Nice beginnings! One suggestion - when answering behavioral-based interview questions, be sure to adequately address the situation, your task (and why it was your task), the action that you took in as much detail as possible, and then the result or outcome. We have a guide that you will help you craft a fuller answer: https://www.mockquestions.com/articles/Master Behavioral-Based Interviews Using The Star Method/

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    Anonymous Answer

    "I helped organize a pet adoption event through our company's volunteer organization. With a 5-month planning period and the help of other team members, we were able to accomplish the impossible. We were able to partner with 5 rescue agencies, capture sponsorship with local businesses, bring the community together, and secure several foster applications & adoptions. I enjoyed this experience, and it increased my team members' morale. I would gladly lead another event like this again! It was worth it. I gain a new addition to the family and a best friend."

    

    Rachelle's Answer

    This story is quite heartwarming, and I love your enthusiasm! When it comes to the influence that you had, it would be best to provide more detail around the initial 'issue' to create some tension on your story between the unwanted outcome and the positive outcome. If you'd like to research the STAR framework for answering 'Tell me about a time...' questions, we have a guide here: https://www.mockquestions.com/articles/Master Behavioral-Based Interviews Using The Star Method/

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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."

30. 30.

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

    How to Answer

    Hiring teams love hiring people who contribute to the team! Think about the last great idea or change you made that was successful. Simply share the idea or change you implemented, why you decided to pursue the idea, and mention how successful the outcome was. Don't be afraid to think outside the box! You can use work examples, things you have done around your home, or even ways you have improved your school work.
    
    

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    "In my last position, we did not have a move-in procedure in place. It was very unorganized and unprofessional. I worked with our departments to come up with a procedure that outlined a time frame as to when each of us would have to meet with the new resident to explain our role in the community. Along with that, the families were given a handout prior to and after the move explaining procedures and who to contact for information."

    

    Stephanie's Answer

    This sounds like a great new idea that you executed! What was the impact? How did this improve outcomes or the experience of the residents?

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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."

31. 31.

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

    How to Answer

    Interviewers love to hear how innovative and independent you have been in your past positions to further the success of the company. Think about something you implemented or a new opportunity you pursued that was well received. Tell the interviewer what you decided to do, what steps you took to get it done, and be sure to mention how well it was received after it was done!
    
    

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    Anonymous Answer

    "In talking to the residents I found that most people were afraid to speak out in the monthly resident counsels. I set up a comment box where they could make suggestions or address concerns anonymously."

    

    Stephanie's Answer

    This is an excellent specific example. What was the outcome of this new initiative? How did it improve your operations or the quality of experience for the clients?

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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."

32. 32.

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

    How to Answer

    Think about the last time you experienced conflict at work. Maybe your neighbors disliked that your snow removal person dropped a pile of snow in their parking lot or you had a tenant who was upset about something. Or, maybe you had a manager who didn't like the new lights you installed in the entryway. The key to this question is showing the interviewer that you worked through the problem without losing your professionalism or positive attitude. Begin by providing the interviewer with a summary of the conflict, expressing how you learned about the problem. Next, share that you apologized for the issue, and discuss how you resolved the conflict. Be sure to mention how happy the other person was when all was said and done!
    
    

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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."

33. 33.

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

    How to Answer

    Be honest with the interviewer sharing the largest building or space you have managed. You can share the name of the building if it is well known, or you may share the size of the space if it is lesser known. Be sure to share the purpose of the property (office building, community center, etc.) if it might not be a well-known space.
    
    

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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."

34. 34.

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

    How to Answer

    Describing a time when you gave someone great advice that was well received makes for a perfect response to this question! Begin by telling the interviewer who you were providing advice to. Share how you approached the conversation with an understanding attitude, being sensitive to how the other person would respond to your feedback. Next, share the advice that you gave the person, and their initial response. Finally, be sure to mention that the person accepted your advice in the end, and provide an overview of the positive outcome.
    
    

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    Anonymous Answer

    "When our leasing professional started at the lease-up, he struggled at first to find his groove in closing prospective residents. I was able to share some closing techniques that worked well for me over the years. He asked me to do a mock tour with him putting the different techniques into play, and he was able to see different scenarios and apply the methods. He was incredibly grateful for this and the next month he was able to capture 27 leases, a record-breaking month! Incredible!!!"

    

    Rachelle's Answer

    Wow - you should be very proud of how much impact you had in this situation. This is a terrific example of going above to help others and seeing a positive result. One small thing - at the beginning of your response, try to include the role that you are referring to when setting the stage for your story. The more context you provide upfront, the easier it will be for your interviewer to follow along.

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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."

35. 35.

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

    How to Answer

    6 months! No matter how you approach your new role, it typically takes at least 6 months to fully assimilate to the new position and learn the culture, the needs of the property, and make proper observations along the way. Sure, you will make tangible changes during this timeframe. You might upgrade landscaping or counsel a few employees. You may even bring in a new vendor or lead a sizable project. But, the most meaningful thing you can do for the company up front is become fully assimilated to the company and your new role. Share this with the interviewer!
    
    

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    "I think it takes 6 months before anyone becomes totally assimilated in a new position. In that time I will be learning as much as I can about tenants, community, co-workers, and procedures to see where I can bring value."

    

    Stephanie's Answer

    While I agree that it takes most people 6 months to totally acclimate to a new role, most managers are thinking about your ability to add value and want to know that you'll hit the ground running. I suggest you add a little more urgency to this response by stating that, while you'll learn a lot and soak in new information during your first six months, you're also committed to hitting the ground running and working to make an impact/

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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."

36. 36.

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

    How to Answer

    Be honest with the interviewer sharing if you have ever discontinued service with a vendor or contractor. If you have discontinued a service, share which service you discontinued. Next, share that you discontinued the service because there was a better option available for the property. Finally, discuss how it went when you discontinued the service, mentioning if the vendor or contractor tried to provide additional incentives to keep you as a customer.
    
    

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    Anonymous Answer

    "Yes, it was with our landscape company last year. I explained why and we parted on good terms."

    

    Stephanie's Answer

    It's great that you have experience in this area since discontinuing services can be tricky at times. Glad you were able to leave things on good terms!

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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."

37. 37.

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

    How to Answer

    Adapting to change is an essential part of any job, and interviewers want to hear that you will happily adapt to change when necessary. Begin by telling the interviewer that you are an adaptable person, and you simply change directions when priorities change, keeping a positive attitude. Next, think about a time when something really urgent came up. This is your example! You might share about the time a water pipe burst in a building and everything else needed to be set aside. Or, you may mention an unfortunate fire. Perhaps you will discuss a major storm that came through, requiring extra work at a property. You may even share about the need to get a property ready for a last minute photo shoot for a magazine or television appearance. There are all sorts of last minute urgent situations that might come up; simply share your example and your positive response to it with the interviewer.
    
    

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    Anonymous Answer

    "When priorities change, we address them based on emergencies. For example, a flood would be considered an emergency and would need to be addressed immediately."

    

    Rachelle's Answer

    I recommend being more direct. You respond to the first portion of the question as a 'group' effort, which misses the mark of what 'you' do. For the second half of this question, it's best to address these behavioral and situational-based questions using the STAR framework, which is an acronym for Situation, Task, Action, Result.

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    Anonymous Answer

    "When we planned our grand opening, we had to make changes quickly. Once the date was set, we had about a month to plan the event. Planning the event was a breeze because of the team. After reviewing budgets, thinking of ideas, delegating responsibilities, and confirming vendors, the team pulled it off beautifully. It was just unfortunate that all our hard work was undone due to Covid-19. We were able to cancel and receive refunds, while other items were repurposed for pop-up resident events."

    

    Rachelle's Answer

    Excellent start! This answer is nice and clear, and your example contains a lot of helpful detail that will translate well into your complete story. Again - at the beginning of your response, try to include the role that you are referring to when setting the stage for your story. The more context you provide upfront, the easier it will be for your interviewer to follow along.

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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."

38. 38.

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

    How to Answer

    None of them! Tell the interviewer that you are a team player and are willing to help out wherever necessary to ensure the company and team are successful. Mention that there will likely be parts of the job that are less desirable than others, but you recognize they are essential to achieving success in the role. Finally, be sure to share that you will happily complete all job duties because you understand you are being paid to complete them for a reason!
    
    

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    "There are good and bad with all jobs. I don't necessarily enjoy evicting people but if communicated and done with respect then I know I've done the best I can."

    

    Stephanie's Answer

    This is a well-rounded response. You understand that every job presents its challenges, and you're well equipped to handle really tough situations.

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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."

39. 39.

    How do you reward employees?

    How to Answer

    Interviewers want to hear that you reward your employees and recognize them for their positive efforts in a way that is truly motivating and meaningful. Great employee rewards might include allowing employees to a leave early on a Friday afternoon, bringing in homemade pumpkin bread or organizing a potluck, having an afternoon staff golf outing, allowing employees to wear jeans to work for a week, paying for a training course they were hoping to take, creating a rewards system at the end of each quarter, having their house cleaned, having their car professionally cleaned while at work, etc. Even if you have never had the opportunity to reward employees, explain the kind of things you would like to one day implement. Be prepared to share two or three of your favorite ways to reward employees!
    
    

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    "Always recognizing a job well done and making sure I voice it and show my appreciation via lunch, rewards, flex schedule etc. but always within the guidelines of company policy."

    

    Stephanie's Answer

    Great response! It sounds like you've done a great job of helping employees to feel valued.

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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."

40. 40.

    What experience do you have handling tenants?

    How to Answer

    This one should be easy! Share what types of tenants you have worked with (residential/commercial/other). Share what your role has been working with tenants, and share how many tenants you are typically working with at one time.
    
    

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    "In the last 10 years of my career, my responsibilities have been in building and maintaining census in senior living and commercial leasing. I've developed skills that enable me to be emotionally intelligent and resolve conflict with a win-win resolution."

    

    Stephanie's Answer

    Great response--it sounds like your previous professional experience has prepared you for this role very well!

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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."

41. 41.

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

    How to Answer

    Quality Assurance is taking the time to ensure that your quality standards are being consistently met and maintained. In many situations, you will be responsible for QA as the manager. In other situations, you may have an employee who has been on your team for a number of years who handles QA because of their great depth of knowledge and expertise.
    
    

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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."

42. 42.

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

    How to Answer

    Interviewers want to hear why you are interested in working as a property manager for this particular location. Consider what makes you excited about this opportunity or why this location may appeal to you. Maybe it is really close to your home or you've heard good things about the tenants in this building. Or, maybe you like that it is in a trendy part of town that will allow you to get to know the city more. You might share that you really like the opportunities for the type of work that this location will have. Whatever your reason for liking this particular building, now is your chance to share it with the interviewer.
    
    

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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 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. It's always exciting to be a part of that growth."

43. 43.

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

    How to Answer

    Share what types of marketing objectives your property employed. Explain your goals in trying to improve tenant quality. Explain any attempts to fill a new building, promote awareness, promote resident life activities, or make the property more marketable by improving the property and grounds.
    Next, share which marketing initiatives you created and implemented. Share your experience managing the Facebook page, creating a new advertising campaign, coming up with the idea to improve the grounds and carrying that through.
    Interviewers want to hear that this aspect of the job excites you because marketing is a key part of the business. Be sure to share that you enjoy promoting your place of work!
    
    

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    "When I worked for Webster properties I saw that they were lacking a social media presence and the website was outdated. I sat with the owner and explained the importance of growing his visibility and driving traffic through social media and improving his SEO. We worked to hire a web developer and bring in a social media marketer to improve our visibility."

    

    Stephanie's Answer

    It sounds like you were able to make some important suggestions to the owner! Once the social media marketer worked to improve visibility, what was the outcome? Did sales or revenue increase? Stating the specific outcome would be helpful in creating a more impactful response.

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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."