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Top 40 Property Manager Interview Questions

What factors are crucial within an organization and must be present for you to work most effectively?
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Question 2 of 43
How have you improved as a property manager over the years?
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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 2-3 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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Question 3 of 43
Describe how you motivated a group of people to do something they did not want to do.
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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... Have you created a fun contest? Did you have 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 is (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 how great of an outcome the group had!
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Question 4 of 43
We currently have 10 percent vacancy. How will you try to fill those spots?
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"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."
Having a plan is key, and finding the right tenants is essential! Some options include: - Re-invest in your tenants, so they are word of mouth for you: 'Likes' on Facebook. Bonus or discount for referrals. - Updated signage in front of buildings. - Build strategic partnerships in the community for referrals. Example: In a residential property setting, build relationships with realtors, businesses who bring in families from out of town, and prominent moving companies. 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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Question 5 of 43
How did you handle a recent situation where the direction from above was unclear and circumstances were changing?
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Question 6 of 43
When you believe an unethical issue is occurring, how do you react?
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Question 7 of 43
When have you had contractor disputes? How do you handle them?
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Question 8 of 43
Describe to me the last property you managed. What did you find to be successful during that period, and what did you find that you or the company did that was unsuccessful?
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Question 9 of 43
Has there been an occasion when you refused to bow to a customer's pressure to 'bend the rules'?
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Question 10 of 43
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 demonstrate your selected number is accurate.
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Question 11 of 43
What was the most challenging space you've had to lease in the past? What made it a challenge?
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Question 12 of 43
What is the most challenging thing about being a manager?
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Question 13 of 43
What action would you take if you joined the company?
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Question 14 of 43
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?
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Question 15 of 43
What methods have you found successful in determining the priorities when you start in a new facility?
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Question 16 of 43
Give me your best talent or skill that makes you a great property manager?
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Question 17 of 43
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?
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Question 18 of 43
Tell me about a time when you experienced a major change to your normal work practices. How did you handle it?
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Question 19 of 43
Describe the work environment or culture and its management style in which you have experienced the most success.
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Question 20 of 43
What do you know about our organization?
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Question 21 of 43
What is your definition of empowerment?
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Question 22 of 43
What process have you used to screen potential tenants in the past? Go through the process you had with me.
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Question 23 of 43
Tell me about a time when you influenced the outcome of a project by taking a leadership role.
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Question 24 of 43
If I were to interview the people who have reported to you in the past, how would they describe your management style?
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Question 25 of 43
Tell us about an innovative idea/change that you implemented. Was it or was it not successful?
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Question 26 of 43
Describe a time when you had to balance quality management with a challenged project schedule.
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Question 27 of 43
Describe a time when you implemented a new idea without being asked or pursued a new opportunity that could improve the building.
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Question 28 of 43
How do you perform when others need your guidance in a building crisis?
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Question 29 of 43
Tell me about a time when you had to deal with conflict on the job.
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Question 30 of 43
What is the largest building, space, that you have managed?
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Question 31 of 43
Describe a situation when you were able to have a positive influence on the actions of others.
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Question 32 of 43
Tell me about a time when you were particularly effective on prioritizing tasks and completing a project on schedule.
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Question 33 of 43
Have you ever discontinued service with a vendor or contractor? How did it go?
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Question 34 of 43
How long would it take you to make a meaningful contribution to our property?
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Question 35 of 43
Why are you leaving your current/last job?
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Question 36 of 43
What job duties would you like to avoid if at all possible?
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Question 37 of 43
What do you do when priorities change quickly? Give one example of when this happened.
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Question 38 of 43
How do you reward employees?
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Question 39 of 43
What experience do you have handling tenants?
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Question 40 of 43
What is the salary that you expect?
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Question 41 of 43
What is your definition of Quality Assurance (QA), and who should be responsible for QA?
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Question 42 of 43
Why do you want to become property manager of this building?
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Question 43 of 43
What sort of marketing objectives did your past property employ? Which marketing initiaves did you create and start? Were they successful?
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User-Submitted Interview Answers

Question 1 of 43
What factors are crucial within an organization and must be present for you to work most effectively?
User-Submitted Answers
1.
The leadership, decision making and structure, people, work processes and systems, and culture must be effective.
2.
In a organisation that has stable environment, and has strong personal, company growth.
3.
Having a clear understanding of what are objectives will be and putting a plan into place with a clear path to reaching the goal we have set.
4.
Team player honesty ethical work procedures having a goal set on where we need to focus our priority's set in place to produce a positive result.
5.
What factors are crucial within an organization and must be present for you to work most effectively.
6.
I have been able to understand that every day is a new experience and having worked with tenants and maintaining a good relationship with the day to day operations promotes a positive experienc.
7.
Resources, such as the required equipment, literature and manpower.
8.
Communication is key between myself and upper management which will provide an open door to make decisions more quickly thus saving time.
9.
A process you have created to support the teams productivity.
10.
Concise of objectives and support.
11.
Communication, clear objectives, a chain of command, teamwork, organization, conflict resolution, enjoyment, humour.
12.
#1. Clear and Consistent Communication. Written, email and verbal. I need to know what is expected of me. #2. A Clear Chain of Command or Authority. I need to know who to listen to and the "weight" of Authority of individuals with in the organization.
13.
Communication is essential for me to work effectively. Receiving information that I need to move forward on a decision or project allows me to communicate the information to others.
14.
First and foremost, there must be a conducive environment - the corporation culture must be very much in tune with the organisational goals, the must be amenities necessary to do the work and resource pool.
15.
The most crucial factors that need to instantly be present would be the initially training you receive and the team around you to help you hit the ground running.
Question 2 of 43
How have you improved as a property manager over the years?
User-Submitted Answers
1.
I have been able to understand that every day is a new experience and having worked with tenants and maintaining a good relationship with the day to day operations promotes a positive experience.
2.
Before I began property management I have always done research in ways to protect myself from a bad tenant. As recently as 2009 I joint the property investment group REIN that hold monthly meetings I attend that offers support and workshop lectures on all things related to property management and investing. I have access to lawyers and others with experience dealing with bad tenants and since it is all about property investing, how to yeild the most cash flow. I also belong to a property management association when monthly I learn about new bylaws in the area, new strategies in dealing with property management issues and create a web of support for myself. I also have access to a paralegal - I just have to email them my questions or situations. Lastly, I'm currently taking my certification for Property Management at IHM.
3.
I have learned the key to effective property management is having a staff that will support your ideals and direction. Therefore, I have improved my staff relations.
4.
I have learned to listen with empathy, to exhibit humility when needed, follow policies and procedures, be consistent, treat each individual on a case by case basis.
5.
I feel that I have come so far in the last few years. When I initially took the position I was doing it as a favour for my parents during university holidays, but I developed such a passion for it that I included all family properties in order to make a profit whilst doing so. My communication skills have improved vastly. At fist sometimes I struggled to understand the point of view of a tenant or landlord and my communication skills were not always up to point. Now I am always following up on queries, communicating between all 3 parties involved, landlord, tenant, builder etc and this really helps to find a quick solution to the task in hand. In addition to this my organisational skills have improved 10 fold. At first I would be overwhelmed by the amount of tasks I was given by landlords and tenants and did not know when to do what. But through experience and admittedly some mistakes I have learned prioritise and manage tasks efficiently.
6.
I would take many classes available to ensure that I am successful manager.
7.
I have more of an understanding of laws pertaining to Landlord/tenants and how to successfully implement policies that are compliant with these laws.
8.
More intuned to the business side of things such as investment and financials. Always had the customer service skill side.
9.
Understanding the mechanics of day to day operations, and working closely with the site staff team.
10.
Gaining more knowledge of the industry and learning how to manage all aspects. Practice makes perfect. Becoming an expert as circumstances arise and applying my prior experiences.
11.
Everyday is a learning experience. I take from the good and the bad. Stronger understanding of the financials Is where I have grown and will continue to grow.
12.
Persistance and educate yourself.
13.
1. I have been able to take on additional responsibility 2. I have become more open and sensitive to my teams needs 3. I provide coaching 4. I am a lot more patient.
14.
Over the years I have developed as a better property manager because now I can spot what the next action should whereas prior to today I would have to spend more time deliberating between options.
15.
I have improved as an administrator through learning the accounts payable cycle as well as communicating with clientele as a periodical clerk that lead to higher subscription sales. I always had an increase in salary.
Question 3 of 43
Describe how you motivated a group of people to do something they did not want to do.
User-Submitted Answers
1.
I explained the task in detail and offered rewards forthe team.
2.
I motivated a group of people to do by giving them the befenits.
3.
Have an upbeat attitude and tell them the importance of the project and get suggestions so they feel a part of the process.
4.
I motivated them by letting them know if the accomplished to get so many leases they would receive a bigger insentive.
5.
By providing an employee insentive helps employees have a goal to reach and aim for!
6.
I am always upbeat and cheerful! There is no I in team and together we can make anything happen!
7.
I told explained the nature of our work and how it was important to the organization. I called upon them to be the best that they could to deliver quality work, that they mattered.
8.
I motivate them by reminding them the importance of their position in the team or organization and the work or task they are performing is the success of the company as well as their own improvement and career success.
9.
Find out what interest and motivates them. Target incentives based on that. Falling short of that, establish a team competition or contest to challenging them to succeed in order to win a BBQ outing, basketball tickets, extra time off.
10.
Told them about the advantages gained with the end result.
11.
Establishing rapport with clients.
12.
Word of encouragment and showing them how to do it.
13.
Setting goals with tangible rewards is very important. There were many times when we had to walk an entire property for an upcoming inspection in the middle of the summer. I would offer some sort of incentive or reward, such as lunch, or maybe another group bonding activity.
14.
I started to do the process myself and it found out why e.
15.
I believe breaking the process down in to smaller parts, and showing the employees how important/ or why the job matters, as well as incentives to motivate emplooyees.
Question 4 of 43
We currently have 10 percent vacancy. How will you try to fill those spots?
User-Submitted Answers
1.
I would review the current procedures in place that have proven to have produced a positive result. I would also look at what other options might be effective Internet making calls to advise we have limited space.
2.
I will try to advertise, check the rent if it is too loo or too high than market rent, I will bring that on reasonable rent. Improve landscaping and environment of the building.
3.
I would come up with some type of move in specials, such as waiving the security deposit or 1st months rent. Also, advertising the specials well with banners and balloons outside the property. It always catches peoples eyes peaks curiosity.
4.
Market the property aggressively in maintstream media outlets. Offer low cost incentives to draw in savvy, experienced renters.
5.
Market on social media, ask reliable long term tenants if they had anyone they could refer, offer an incentive for lease agreements.
6.
Marketing, marketing, marketing! Up closing ratio of agents, free online websites to advertise.
7.
Marketing such as adds, agents, reach out to current tenants, online, craigslist, etc.
8.
Review current pricing and availability. Speak with leasing agents and all other sales members. Review most recent market survey. If needed, update market survey. Implement specials if needed. Review closing ratios and ensure prospect follow up is being done.
9.
Check budget for available options. Ensure all advertising is updated and focused on long day vacant available and their specific qualities. Offer a specials. Capture as many expirations as possible. Call all NTV to reconsider with a bonus or discounted rent. Move in Specials on long day Vacant's. Take longest vacant and mini model. Offer drawing for all move ins for that current month. Go over overcoming objections with leasing staff.
10.
Figure out what caused that. Rent increases. Are advertising? Are we competitive? Market survey? Address the team and make sure that they are out doing outside marketing. Following up on our traffic reports. Are teh specials that we are offering competitive with the community. Is the customer service appropriate for our clientele.
11.
Ads. Incentives, Social media specials, referral fees.
12.
We begin with establishing a trust with existing clientele and promote an incentive for them to find clientele for you. Such as discounting their rent if permitted for the next 3 months if they have someone that will rent from us. Or paying them as a referral fee for introducing new clients to the rental property. The traditional way is promoting a reduction in rent for the first six months or lower the security deposit on the rental property and have first month free.
13.
Marketing / adverb - site appearance - site cleanlyness - site staff.
14.
Advertises on media, and online, create resource to bring traffic into consideration.
15.
Marketing. Offering incentives.
Question 5 of 43
How did you handle a recent situation where the direction from above was unclear and circumstances were changing?
User-Submitted Answers
1.
I was given incorrect information which made the solution impossible after careful review I was able to see the path we were on need to make a correction to obtain the results need.
2.
Before acting, I ensure I have all the facts and understand the motive of the action. Be current with information is crucial especially if you are dealing with trades or tenants. With the LTA you better be sure you are following the act correctly especially if you plan to evict. With trades, not being clear can cost time and money and you may lose a valuable team player.
3.
Describe a process you have personally created to improve your team's productivity and ability to meet its goals.
4.
I will never attempt to resolve a situation without a clear objective. Therefore, I will seek clarity before proceeding and developing a resolution.
5.
I was responsible for running a new department that had no established workplan or mission statement. I did my best to supervise staff, and implement programming in recreation.
6.
I asked for clarification considering the given changes.
7.
I have often had to iron out situations where direction might be unclear. I first try to discuss again with my boss the direction he/she would like to take. I work with colleagues to address the changing situation. I draw on my knowledge and understanding of client needs to try to manage the solution.
8.
First I wanted to look at different possible meaning of the direction, prepared an action plan for probable means, thereafter, I engage the powers that be by asking if they directive mean on of the options and waited for a response.
9.
I moved forward and checked in regularly to make sure each step was what they wanted.
10.
I need to know that a company measures and rewards success, and has a strong business plan to be successful not only for the short term, but also the long.
11.
Gain clarification to ensure everyone is on the same page and the proper next steps are taken.
12.
Easy, if in doubt I would go to the source and get clarification.
13.
1. I will ask. Communication is key. 2. I will utilize email for confirmation.
14.
I followed orders but not without explaining my opinion to the manager.
15.
Rely on my experience and common sense and speak with a peer I trust.
Question 6 of 43
When you believe an unethical issue is occurring, how do you react?
User-Submitted Answers
1.
Calmly and rationally. Addressing the issue head onto resolve the issue and minimize risk.
2.
I would look at who or what caused the issue, and intern look at what solutions within my powers to make it right.
3.
Stop and reevaluate. Take it to my supervisor if need be.
4.
Basically, I assume that this kind of stance is as negative reaction on an issue, hence, I need to play the role of anger management and make the customer calm as much as I can, then I discuss the issue in a professional manner.
5.
Review policy and procedures. Speak with superiors and possibly human resources. Gather all information and take the necessary steps to resolution.
6.
Offer an ethical solution or option.
7.
I would ask the requester to put it in writing. Usually they will not. If they do, then I will immediately contact HR and their Supervisor.
8.
I speak to the ethics officer of the firm.
9.
I believe that integrity is important for any situation we come in contact with. I will proceed it with maintaining the principles that pertains to our work ethic and will follow through the appropriate protocols to deal with the unethical situations. With all this being said, upper management will be informed about the situation at all times. I will also approach that person and inform them that their actions and unethical and will be reported because of their actions. Unethical behaviour is not something we can cover up and it is important that this behavior needs to be dealt with through proper channels and upper management being informed about it.
10.
If is something where you can correct take action, if is something that required the experience of someone more knowledge ask for assistant.
11.
I am calm but I express my opinion in a professional way.
12.
Stick to what the language in the human rights code is, and continue down the list of the Declaration, By-Laws, Rules & Policies of the Corporation. Everything needs to be documented and certain decisions require thought, there is no sense in getting yourself into something without knowing all the facts - you cannot cave to pressure.
13.
It depends on the situation, I may or may not say something.
14.
Once again, I would be proactive and not ignore it. I would take it to my management or someone superior.
15.
Make it clear to those involved and pursue the ethical option according to company policies and ensuring best outcomes for all.
Question 7 of 43
When have you had contractor disputes? How do you handle them?
User-Submitted Answers
1.
I've experienced many contractor disputes, while at Legacy we were completing renovations and at the beginning we had many issues with turning the apartment within the 10 time frame so what I learned is during move out walks have both maintenance, had supply and a manager walk the apt before move out to ensure there are no missing pieces and if there is any additional fixes that need to be done or ordered we are aware 60 previous to move out.
2.
I don't take it personal.I try to make the person understand by been calm and making my point.
3.
When there has been complaints from customers regarding missed appointments. Check the contract. Ensure that what has been asked of the contractors is reasonable and within their remit to ensure it is addressed. Monitor. If it continues escalate. Monitor. If it continues to enforce the contract. This is usually done in extreme circumstances. The contract may also have financial penalties which have to be honoured.
4.
When I formed a partnership with my father in purchasing our two properties it just so happens he is a contractor and as of now have not had any disputes.
5.
Engage with contractor to look at the magnitute and impact of dispute.
6.
Disputes happen between residents regularly ... In which case I try to take adult role hear both sides empathise and find a way to move forward .. Explaining I understand they feel frustrated and let's work out a resolution or way past it.
7.
Advised the contractor they are withing breach of their SLA agreement in this case they will be fined unless the works are completed within a stated period of time.
8.
Review the contract to ensure there is an issue. Express my expectations based off previous agreed upon job responsibilities. Give them the opportunity to resolve the issues voluntarily. If they do not offer to rectify the issue contact the person in charge, express dissatisfaction of the issue at hand. If that still does not resolve the issue contact their office and ask that the bill be reduced if they are unable to meet our satisfaction.
9.
Work on a solution and make it happen.
10.
Plumbing changing contractors.
11.
My current property has was going through renovations, we had multiple units being worked on at a time. We've had issues from cabinets being back ordered for weeks to painters painting over light bulbs. Recognize what the resident is looking for, explain the issue as much as possible and offer then all other options available to them.
12.
I have checked the contract to make sure I am correct that the dispute is in fault of the contractor. Explain to the supervisor to give them an opportunity to fix the issue. If no progress contact the home office of the contractor, and handle it with the business manager. Only satisfactorily preformed jobs which satisfy the guidelines of the agreement endure the company full payment for services rendered.
13.
I've experienced very few disputes. However, when they have occurred, I have resolved them through calm manner and mutual understanding.
14.
The most recent dispute was when a contractor did not complete construction of a latrine contrary to agreed terms of reference. The finishing was poorly done yet they demanded full payment. I had to remain firm, using the ToRs for defense. They had to finally stick to the ToRs.
15.
I keep other management involved because we know some disputes will happen, but there are ways of resolving any situation.
Question 8 of 43
Describe to me the last property you managed. What did you find to be successful during that period, and what did you find that you or the company did that was unsuccessful?
User-Submitted Answers
1.
Personal customer service by taking the time to listen to existing tenants needs and addressing them completely. Company was unsuccessful in increasing current tenants rental rates with too high an increase.
2.
Achieving the highest square footage rates in the area. Not conducting corrective maintenance in a timely manner.
3.
Brought online a shopping mall in Suisun that wasa purchased by my company.
4.
The last property I managed was midway through lease up and we needed to ensure our deadline was met. I was successful at motivating the entire staff to meet our stellar standards to ensure the property was maintained, residents were happy and apartments were leased. I found that increasing market rents and increasing renewals to market rents going into September while other lease ups in our market was offering specials proved to be unsuccessful.
5.
Closing the back door on the lease up vacancy was a success. We managed our expirations and had a successful campaign for resident retention. I cannot think of any unsuccessful moves we made.
6.
My first tenant live for 3 .6 months, they were always on time, responsible, what I did successful what the fact the I interview them well and knew about them a lot. What I didn't do right was that I didn't ask more detail question, didn't know explain what I expected from them at the end.
7.
Gooderham - most successful would be the relationships I established with residents and homeowners during turnover. Had that foundation to communicate with them on the same level and to provide the best advice and show them that you are on their side - no need for a nefarious relationship. Unsuccessfully, we did not have the greatest communication with the Board on legal matters.
8.
I do not like being micromanaged. I appreciate when the people I work for show gratitude towards me and reiterate how I am an asset to their company.
9.
Last manager will know I follow direction and get the job done.
10.
The property was excellent - good condition good repairs, the relationship between contractors and me was open honest and clear.
11.
A very busy residential property where I was able to institute smooth operational systems that ensured total functionality. The margin of error came when I was off property or not in command, the systems got a bit haywire.
12.
The head office of one of the leading banks in Kenya. It has 150,000 sq. Ft, 500 parking slots, 500kVA duty and stand-by generators, among other plants. We managed to prepare policies and procedures, SLAs and leases that we subsequently administered effectively.
13.
Complex of 560 units. Bringing a community together speak volume.
14.
The last property I managed was a residential property with about 150 tenants. When I came in we discovered the incumbent residential manager had suppressed some cash payments for rents, this was discovered and we introduced payment via pos, and financial instruments like cheques, money order. Etc.
Question 9 of 43
Has there been an occasion when you refused to bow to a customer's pressure to 'bend the rules'?
User-Submitted Answers
1.
No, It is best to always follow the rules and policy there for always being consistent.
2.
No, it is best to always stay consistent and follow policy and regulations...
3.
Yes. There are some rules that you just have to adhere to. I would make all attempts to explain why the policy/practice is a necessary evil.
4.
Absolutely, the rules have to be the same across the board. Especially, according to fair housing rules. If I can make a reasonable accommodation, I will. However, not all requests are reasonable or ethical.
5.
Of course. It is as simple as federal fair housing laws.
6.
Went customer do not want to follow the rules, established by the company, we need to discuss with customer the reason and outcome for such of action, but if you bow to the customer pressure they will always push you over.
7.
Oh yes, many times. Extra fobs, free filters, using someone else's parking spot, using someone else's locker without a pad lock on it.
8.
No you should always bend no rules because you will get into trouble. Company Policy.
9.
Yes, when its reasonable.
10.
No, I tend talk through the issues with the customer and put myself in their I allow them to feel I understand their situation however stick to company policies while doing so.
11.
Yes, the customers demands were very high and outside of the scope of service standards. The customer was not happy but accepted the explanation.
12.
Yes. I enforced the rules and guidelines in a kind and respect manner and situation was resolved. Being kind and understanding can accomplish many goals.
13.
Yes. A customer forcefully entered through the pedestrian gate refusing to be frisked by the security guards. Ideally such a customer should be locked out. Since the customer was making noise and disrupting the normal bank operations, I had to allow him to be served and left to exit.
14.
Yes and no. We understand life happened and no one can control the inevitable. Again life happens. Therefore my answer is yes.
15.
Yes. Because the company's policies and image comes first but this was diplomaticaly and in a polite manner.
Question 10 of 43
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 demonstrate your selected number is accurate.
User-Submitted Answers
1.
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 demonstrate your selected number is accurate.
2.
7.5 had employees read through employee manual, ensured timesheets were submitted in an timely manner, sought assistance from the employee relations coordinator for more sensitive staff issues.
3.
8 maintained a 93% occupancy rate. hired sub-contractors for bldg. Renovation projects. increased property revenue by 17% in less than 18 mos.
4.
I would rate my management skills a 7 out of 10. There is plenty for me to learn. In the past, I have given direction to co-workers when needed. Whether that was for steps to take in order to get something done the correct way or just how to properly approach a guest. I have had to manage myself personally when I was selling cars. That industry is a very "On your own" type environment until it was time to close the sale. Driving forklift was floor management. I was in charge of the logistics on the warehouse floor. It was my job to make sure everything got where it needed to be on time and in the right places.
5.
8 1. Brought online 2 shopping centers for past employer 2. Mytenants love me (I have letters and emails of them saying goodbye) 3 I was the key person brought in when accounts were failing or on the verge of walking. I went in and saved them.
6.
I believe I have the knowledge, experience and common sense to be rated a 10. 1. Identifying team members personalities and creating the proper relationship and standards for all team members to ensure procedures and goals are met. 2. I am an expert at dealing with difficult situations. Enraged residents; I can come to a conclusion with a resident which they are happy and I am still following guidelines. 3. Being proactive and implementing new procedures when needed to prevent issues from arising.
7.
I can build a very loyal and cohesive team that works well together and residents love and that are very competent. I am confident in my decision making for the property. I can always negotiate a lower cost on vendor contracts for the benefit of the property. I can turn a bad situation in to a positive review. I have stronger understanding of financials but feel there is more to absorb.
8.
8, I interview well, asking a lot of question, I scream and learn people attitude right away. I like to maintain well my building like my own.
9.
9 - AGM meetings - manager getting terminated from position - having to resend entire package, ensure we have quorum at the meeting - ensure that all offsite, onsite owners received their packages and proxy forms. Collecting proxy forms on my own for several weeks before an interim manager came in. - Working with Developer - create solutions for residents - staying in the guest suite - providing alternative options for laundry machine use in guest suites, smoke penetration - though these were items that we not our responsibility - we pushed for the use of these amenities as it felt like the right thing to do - also it made our relationship with the builder that much stronger and created a unified front that has continued to thrive.
10.
8 is the point of management skills.
11.
I believe I am a 10. I am servant leader work. I am problem solver there is no situation where you cannot resolve the issue there is always a solution. I am self motivating and time management being able t motivate myself will show carry a positive out look and it will follow through to the employees. Time management able to be organized and carry my time effectively will lead to a lot accomplished.
12.
10 - management of absence 10 - management of performance 10 - delivering on time to a very good standard.
13.
8 - 1. I proactively improved physical property features and aspects, increasing its enjoyment and value., 2. I increased productivity by instituting more efficient and concise operational systems., 3. I have learned how to better deal with challenging individuals that are at times difficult to reach.
14.
I ranked myself at 8.5 since I still have room for improvement. I created systems and executed them, enabling the company to have a structured and functional form.
15.
10, good interpersonal skills, accountability skills and good problem solving ability.
Question 11 of 43
What was the most challenging space you've had to lease in the past? What made it a challenge?
User-Submitted Answers
1.
Really large space during a down time.
2.
Working in a price conscious market and leasing a premium apartment, when less expensive apartments were available.
3.
A 15000 sq. Ft office space located in basement of a building. It was originally meant to be a warehouse but later changed to be used for office.
4.
Vandalissed property, took time to fix it and expertist. Was finaly let out after few months.
Question 12 of 43
What is the most challenging thing about being a manager?
User-Submitted Answers
1.
Disciplining employees who are poor performers.
2.
I would have to say you must be able to resolve issue in timely manner and produce a result that will work for all parties every day there is a new issue and you must be able to be good at getting the day to day business handled.
3.
Writing up an employee for their poor performance.
4.
Disciplining staff and evicting tenants.
5.
Insubordinate employees, managing time and workload, working overtime.
6.
Gaining the loyalty and trust of your co-workers. Without those two things your job as a manager becomes much more difficult.
7.
Keeping the staff motivated is something that has to be worked at everyday. It is important to make sure employees know they are important and appreciated.
8.
The most challenging and rewarding thing about being a manager is finding out what is needed to succeed in regards to the property, market and team.
9.
Patient with difficult customer.
10.
Time constraints and management.
11.
Be a good example & a good leader toward my team & clients.
12.
Delivering results through people.
13.
There are no challenges only learning opportunities.
14.
Expectations of being able to provide solutions to various challenges affecting the business and employees.
15.
: being what everyone needs you to be, at the exact time they need it.
Question 13 of 43
What action would you take if you joined the company?
User-Submitted Answers
1.
Learn how the company model is run to start with and if needed adapt myself to this model and/or make suggestions that would increase productivity.
2.
I would find my strong suites withing the organization so I can be an assesst and also find what I need to learn more on so that I can continue my growth.
3.
I will get the job done. I am honest, I am professional. I am experienced and versital.
4.
Figuring out how I can be the best and encourage direct and indirect team members to do the same.
5.
Get to know my staff and listen to their suggestions. Know my property inside out. Introduce myself to my residents in a community letter and know who my co workers are so when in need I can count on them.
6.
Learn the basic fundament, of the organization rules, what is the core value of the company.
7.
I would learn the building front to back - know everything that is going on - anything that I don't understand - too bad - I'll force myself to learn about it and lean on contractors for assistance - I understand that I can't comprehend certain issues to the level than an expert could - however I need to understand the major components so I can effective communicate with trades using the correct nomenclature and vernacular.
8.
I will give 110 % of my time to the company.
9.
I would build good working relationships and I would clarify my expectations and work with management to deliver through clear smart action plans.
10.
I would get to know the company inside and out, that would be my first step.
11.
I will work diligently in conformity with my job description and at the same time going extra mile to generate new ideas for the company.
12.
I’d first began researching my role and the employees that are under me. I’d like to start with one on one meetings to determine the flow of understanding and expectations.
13.
Understudy the process and procedures of the company and suggest possible ways of improving on them.
14.
First fully knowledge the property and team and then work to improve.
Question 14 of 43
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?
User-Submitted Answers
1.
Managers who balance competing goals.
2.
I sought conflict resolution with supervisor, had humility to apologize, kept open lines of communication with parents, had team meetings, sought intervention.
3.
Gave them other options as well as explained the contraints. Most of my tenants are reasonable.
4.
A previous scenario I experienced was trying to obtain a desired occupancy rate by a certain date, but my prospect wanted to move in at a later date. First, proper information gathering is needed. Every situation is different and may need to be approached differently. I was able to offer this resident a reduction on his deposit to save him the difference and still have him occupy the apartment within the required time frame.
5.
Always give 100% customer service. Maintain work orders within a 24 hour period. Maintain a beautiful and well kept property. Maintain a community feel by holding resident functions on a regular basis. The little things matter and add up to very big things.
6.
Always be there for your customer, they will understand as long as you demonstrated that care.
7.
Cooling issues in the summer 01/02 units - getting cooked - there was largely nothing we could do. Close blinds, keep windows open. Assured them that the developer was working on it and that we had their best interests in mind. Empathizing and sympathizing can go a long way depending on how you deliver your message.
8.
When I was a sales manager at a equipment leasing company and Listening to the clients needs. Making a positive .
9.
Again, I would just make it work. Prioritizing, organizing and creative thinking can accomplish anything.
10.
One of the tenants wanted to do a fire drill at the premises. Since the fire system is synchronized, this would cause a lot of disruptions to other tenants. I had to persuade them to have one joint fire drill for all tenants; I organized that and executed it successfully.
11.
Creating your team is very important. You must have a team in place that's total different from you set of expertise, but know how to agree and accomplish the goals set forth for the project.
12.
A situation in which a tenant need to move into an appartment in two weeks. And the repairs and maintenance that needed to be done would take like 2 and 1/2 weeks. We ensured the basic repairs were done within the 2 weeks for the tenant to move in.
Question 15 of 43
What methods have you found successful in determining the priorities when you start in a new facility?
User-Submitted Answers
1.
Review policies and procedures manuals, ask staff questions, have orientation, develop a work plan, keep a work log.
2.
I believe I have lots to learn about this from the colleagues I might have in this job. Determining priorities is so important and is based on the philosophy of the company I work for.
3.
Look at what you need to work efficiently remove all clutter make a plan.
4.
Meeting the staff, walking the building/s, speaking with tenants, reviewing leases and budgets.
5.
Thoroughly walking the property, auditing files, reviewing office procedures and auditing expenses. Team meetings with the staff to gather information and set expectations.
6.
Know your team. Know their strengths and capitalize on them. Know their weaknesses and build in them.
7.
Learning about your customer, meeting them, in person, introduce your self with a card, and your phone number. So they can contact you for anything needed.
8.
How easily concierge and superintendents can answer certain questions on the basic operations of the building. First off and most importantly is having clear expectations from the board so there is a solid foundation that allows us to thrive and achieve the short term and long term goals of the condo corporation.
9.
Asking questions, observing operations and patterns, using past experience to discern key aspects that require attention no matter what facility you're in.
10.
Conducting a walk through to understand the building, Taking an inventory of the required services, identifying crucial areas that require urgent attention, determining the tenants expectations through physical meetings with their contact persons, reviewing existing leases, preparing leases, preparing SLAs, pre-qualifying vendors and recruiting necessary staff.
11.
Context, time, energy and setting of priorities.
Question 16 of 43
Give me your best talent or skill that makes you a great property manager?
User-Submitted Answers
1.
Good listening skills and empathetic way of explainingthe rules to residents. I enjoy building relationships.
2.
My passion for real estate and my need to continuously learn more about it.
3.
Organized, resourceful and treat others the way I want to be treated.
4.
I believe my best talent is my diversity. I am able to transition from any task or relationship with ease.
5.
I love dealing with people.
6.
I am good at problem solving and I can work under pressure. I am also a good negotiator; I can get the best price for services from the best suppliers. I have good communications skills and I have the ability to relate well with landlords, tenants and vendors.
7.
Good communication and good interpersonal relationship skill.
Question 17 of 43
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?
User-Submitted Answers
1.
My day to day function of case management employed me with the task of managing multiple people. The challenge was getting everyone to adhere to the deadline and requirements of the program. I accomplished effective management through constant communication and reminders of the objective.
2.
Metrocenter I was responsible for managing multiple people to complete the $1 million renovation on time and within budgeted amounts. Unexpected expenses were expensed against account codes that were unnecessarily budgeted.
3.
As a teacher, I am responsible for managing students on a daily basis. Being able to differentiate to each students needs is a requirement. Before teaching, I worked to plan events and meetings for national organizations. Working with the leader of the organization, as well as their staff or volunteer committees, required being able to facilitate bringing different ideas to a final successful resolution.
4.
Online of shopping center. challenges were making sure hte billing and funds transfer was accurate. Making sure all of the paperwork estoppells were in. Transfering all utilities and services to new firm. Challenges was to be organized. I used intricate spreadsheets to keep it all accurate.
5.
Managing a team member who was not successful with another team and was transferred to my team. This team member's ethics were not ideal, however had great property management knowledge and leasing skills. The team member's ethics effected the leasing team and maintenance team. I found strengths in this team member and gave her tasks according to those strengths. I also found ways to motivate her to do the things she did not want to do.
6.
Pest control service scenario involving multiple vendors/parties. The lesson learned on this one: is that clear and simple communication is essential for messages to transmit clearly. Rather than having multiple parties interacting with vendors on one job, a single point person is far more efficient.
7.
Rehabilitation of Mathatani Farm. I participated in procurement of electricians, plumbers, masons, engineers and transporters. I coordinated the renovations of four houses and two SQs, one borehole, one cattle dip, once cattle kraal, restoration of electricity and recruitment of caretakers and security guards.
8.
Multiple project going on. We designated responsiblities and receive reports on a daily basis.
Question 18 of 43
Tell me about a time when you experienced a major change to your normal work practices. How did you handle it?
User-Submitted Answers
1.
Applied myself by working extra hours and taking on additional responsibilities.
2.
Fine, I picked it up and moved forward keeping goals in mind.
3.
Previously, I lost 50% of my team. We were short staffed, until we were able to hire new team members. I picked up additional tasks and ensured all work was completed.
4.
A complete uprooting from one location to another with very little notice. I made it work. I went straight to work on coordinating logistics to make it happen.
5.
I was relocated from one office/building to another. I adopted by making friends at my station within a short time.
6.
When a major renovation was carried out in one of my properties. I had to personally supervise.
Question 19 of 43
Describe the work environment or culture and its management style in which you have experienced the most success.
User-Submitted Answers
1.
I am most productive in a pleasant but structured atmosphere, I believe in being a participative manager, it shows your willing to do whatever it takes to get the job at hand completed. It builds successful teamwork.
2.
I have excelled in structured environments.
3.
Teaching the proper skills and trusting that they will make the correct decisions.
4.
Management providing clear direction, realistic goals and leadership with no micro management.
5.
Where I am left to get my work done. Not overloaded. Not chaotic.
6.
I have experienced the most success with a positive and upbeat culture and clear standards.
7.
Independent autonomy with management direction. I able to accomplish more, and at times more than expected when I am left to my own devices - rather than having to constantly check in with a supervisor.
8.
Very friendly environment with room for growth and sharing ideas.
9.
Team spirit and leadership by example.
Question 20 of 43
What do you know about our organization?
User-Submitted Answers
1.
I did some research and know the names of the CEO and top executives and the company culture.
2.
They originated in the UK and now round one in the us. This is a concierge service for PM
3.
I completed some research regarding your organization. I have found that you're a reputable company have good employee reviews. I see that you're based in Palo Alto and have properties throughout the West coast including Washington. I also, found that you're a publicly traded company, which is different from my current company and exciting.
4.
That you manage several properties in the LA area, and that you rented this conference room.
5.
It deals in among other things commercial property management.
6.
One of the top leading estated development coy and construction.
Question 21 of 43
What is your definition of empowerment?
User-Submitted Answers
1.
The ability to deal with or take control of a situation.
2.
Providing the tools, skills and ability to meet challenges of the job.
3.
Feeling the freedom, will and desire to accomplish something.
4.
Empowerment is giving people you work with the necessary tools to complete all tasks at hand with competency and in a timely manner. Empowerment enables one to make decisions and improve on their problem solving, service and performance.
5.
To give someone the knowledge / motivation to do something.
6.
Giving the feeling of motivation and confidence to someone making them feel like they can achieve the goals they have.
7.
Leading a team in such a way that each individual feels they are part of the team and motivate them to succeed further.
8.
Feeling good about the work you are doing and compensated for it.
9.
To motivate and give confident power.
10.
Proper delegating of operations to various in-house staff. To me there are two sides of that; delegating certain tasks to those who are capable of doing so, whether it is a challenge or not, and also, showing them how they add value to the corporation and how they are assisting with the achieving the aforementioned goals of the board of directors.
11.
The ability to be a decision making, secure and reliable source that people can come to when in need of service.
12.
Enhancing the ability of someone or something to be more productive.
13.
Is when you totally equip a person with all that is needed to be successful in whatever he is doing. E. G education.
Question 22 of 43
What process have you used to screen potential tenants in the past? Go through the process you had with me.
User-Submitted Answers
1.
Asking questions about their needs, evaluating the rental application for thoroughness, credit andbackground screening, screening employment andrental history.
2.
Interview, application, credit check, doc sign.
3.
We utilize real page for application screening and I ensure all fair housing laws are being abided by.
4.
Instinct plays heavily on the process. Thereafter I rely on visual cues as well asking unorthodox questions that reveal a deeper understanding of the individual.
5.
1. Do a desktop check on their background 2. Interview them directly to gather more information 3. Get their identification documents such as passport/ID or certificate of incorporation 4. Determine their credit worth in terms of rent payment (based on their previous places). 5. Understand the nature of their business and their clients 6. Get their certificate of good conduct and other compliance certificates. 7. Get proof that they can pay rent without fail.
6.
Background security checks with previous landlord, employment status, referrals.
Question 23 of 43
Tell me about a time when you influenced the outcome of a project by taking a leadership role.
User-Submitted Answers
1.
Gym completing took place because I picked it up and got it done.
2.
A resident caught his apartment on fire and it occurred on the weekend when my manager was out. I reached out to necessary restoration vendors, reviewed policies, communicated with all parties including residents and insurance companies. Informed property manager.
3.
There are too many to note.
4.
I participated in design of a fit out plan for a new office. My input in regards to safety, ventilation and space optimization were incorporated by the architect and implemented.
5.
Building a property at the waterfront which I spearheaded te supervisory role.
Question 24 of 43
If I were to interview the people who have reported to you in the past, how would they describe your management style?
User-Submitted Answers
1.
Team motivator, team developer,
2.
My style is an objective approach. I understand the goals of my employees and figure out how I can help them best.
3.
Listen first then find a solution. They would say I was fair and open minded while being positive and energetic.
4.
They all would like me. I am easy going. I have learned with experience I need to slow down and give clear direction and make sure they repeat it back to me. I check in regularly, but try to give them space to have ownership over their own projects.
5.
I believe they would describe my style as patient and empowering.
6.
I hope that they would say: fair, but assertive when necessary. That I am about course correction, and education rather than condemnation.
7.
I operate an open door policy and leadership by example.
Question 25 of 43
Tell us about an innovative idea/change that you implemented. Was it or was it not successful?
User-Submitted Answers
1.
Implementing of Supply of water from borehole.Successful.
2.
Client wanted to leave. I took the initiative to bench mark other companies based on their concerns. they stayed after I put together the meeting.
3.
Our entire company went paperless, but we have the ability to receive paper payments. We currently maintain 100% paperless payments.
4.
Employing caretakers to replace day security guards to minimize costs.
5.
Intorduction of pos and financial instruments.
Question 26 of 43
Describe a time when you had to balance quality management with a challenged project schedule.
User-Submitted Answers
1.
I worked overtime on my dime. My reputation, my employer reputation and satisfaction for client are improtant.
2.
While performing granite repair in occupied apartments which was a lengthy process and we had an allotted amount of time to work in the apartment home. Attention to detail was key in this project to ensure everything was completed properly and residents were complying.
3.
Acclimating to a new element on my work load, it took a moment to integrate the change, but through the processes I learned how to operate more efficiently.
4.
I had contract renewal meeting with my property caretakers and at the same time I had to supervise a project miles away.
5.
Priotise the work and identify the ones that needed to be done simultaneously.
Question 27 of 43
Describe a time when you implemented a new idea without being asked or pursued a new opportunity that could improve the building.
User-Submitted Answers
1.
At my last job we had to track and account for an inventory of over one million samples. We used a database and tracked by sample type/ SampleName/ date. We were not using the Barcode number which was specific for each sample. I pushed for use of this and got some push back that it would be too hard. I began to use this as a tracking feature in the DB the group reluctantly followed and in no time realized the value. Now it is common practice in the group. At the Civic Aud. At trade shows we had a problem with electrical outlets and blowing breakers form over loading circuits. Nothing was labeled or mapped so we had to have 2 people to hunt for the source of blown breaker; with radios, one at the booth and another to track the line back to the source. Then it was a matter of flipping switches and calling back and forth until we found it. I stared marking the circuits with tape and a pen and labeling the breakers so I could work alone if needed. My boss saw me doing this one day and asked what I was doing. I explained and I saw the lights go on in his eyes. He ordered me to stop it but the next staff meeting he informed the group that circuit mapping and labeling would be a new way of operating.
2.
Halloween party and decor for tenants.
3.
With our building style, our community smoke detectors can go off and alert the entire community to evacuate as a fire safety precaution if any smoke is detected. I implemented clear communication of how the smoke detectors work with all new residents to educate them on how the alarms work. To diffuse upset residents in the future and lessen the amount of alarms being set off.
4.
I instituted recycling. Whilst I didn't ask, the system was met with respect and gratitude.
5.
Conducting building inspections to identify areas that require repairs.
6.
I avoid single handedly implementing a new idea without the manegement approval. Will rather suggest to the management and only go ahead when approved.
Question 28 of 43
How do you perform when others need your guidance in a building crisis?
User-Submitted Answers
1.
I can focus and multi task whilst under pressure. Such as investigating an activated fire alarm and assessing whether all persons need to be evacuated from the building. If so prior knowledge of procedures is always a sure-fire way of keeping a calm demeanour in the midst of a crisis.
2.
Fine... Calm. I make sure I find those who know more than me and everyone is notifiied.
3.
Respectful, understanding and firm.
4.
I function very well under pressure and stress. When others are in distress it is always my effort to be a point of calmness and security.
5.
I quickly identify the problem and its root cause, then call the relevant technician to attend to it as I organize the necessary payment options.
Question 29 of 43
Tell me about a time when you had to deal with conflict on the job.
User-Submitted Answers
1.
Tell me about a time where you had to deal with conflict on the job.
2.
If I have a conflict I resolve it. If I cannot I take it to my supervisor.
3.
I have dealt with miscommunication between the leasing team and maintenance team. I communicated standards to each team and held a team meeting.
4.
Tenant to tenant conflict. I problem solved with fairness and kindness to all parties and resolution was achieved.
5.
Two of my property caretakers had quarreled over a debt between them.
Question 30 of 43
What is the largest building, space, that you have managed?
User-Submitted Answers
1.
Single complex was a 15,000 SF commercial office complex.
2.
I have worked at a community with 498 apartment homes.
Question 31 of 43
Describe a situation when you were able to have a positive influence on the actions of others.
User-Submitted Answers
1.
A few months ago my previous employer started working with a charity called student minds, to launch partnership we voted to run a 100hrs challenge, where we had to raise $100+ during the campaign one of my tenants came to thank me for introducing the charity in to the community as he finally found someone who could help.
2.
I am able to put people at ease and make people smile, by my positive and upbeat attitude.
3.
I motivated my caretakers to join a sacco and start saving.
Question 32 of 43
Tell me about a time when you were particularly effective on prioritizing tasks and completing a project on schedule.
User-Submitted Answers
1.
I list all the tasks that I need to complete, and priortize the most essential tasks that I needed in order to complete a project on schedule.
2.
The first thing I did was to write down all the tasks that I needed to complete, then I prioritized them according to relevance to the project on schedule.
3.
At times, I work in the office by myself, so prioritizing tasks and completing projects is something I do regularly. If I have a project that needs to be done. I make it a priority to complete, because my day can change at any moment. Some days I have to complete Month End and run the property. I will respond to emails or other tasks while reports are being processed and complete all necessary tasks of Month End in between.
4.
Every time I coordinate a project this is the goal.
Question 33 of 43
Have you ever discontinued service with a vendor or contractor? How did it go?
User-Submitted Answers
1.
Most of the vendors or contractors we use have a 30 day notice to stop service. I make sure I put it in writing and then folow up with a phone call.
2.
Yes, just explain that their services were no longer needed.
3.
Yes. It went fine. I never let them go unless there was a reason. However, I always made sure I had a contingency plan.
4.
Yes, I have. At times, if I am switching to another vendor due to pricing, our current vendor may adjust their pricing to keep our business. I have never experienced a negative discontinuation of service with a vendor. I maintain a respectful relationships with all vendors.
5.
Yes. It went fine. Through use of diplomacy and tact the relationship ended peacefully.
6.
Yes. The vendor threatened to launch a litigation but we amicable resolved it out of court to the satisfaction of both parties.
Question 34 of 43
How long would it take you to make a meaningful contribution to our property?
User-Submitted Answers
1.
That is hard to say. Immediate meaningful contribution would be the fact that the site supervisors and admin staff have someone with my knowledge to come to with their problems. In the long run working with admin to set up a stable operational plan to manage the sites would be a goal.
2.
Given the right training and resources a month or two.
3.
Imediately. I prefer to jump in and help and learn.
4.
I believe within the first thirty days I will make a difference and will only continue to grow my contribution from there. I will expect to see a more noticeable difference within six to twelve months.
5.
I would say within a day or so. But this is depends on what you define as meaningful.
Question 35 of 43
Why are you leaving your current/last job?
User-Submitted Answers
1.
I require employment that has stability and security.
2.
I feel a need to start focussing more on career goals rather than just working day to day.
3.
My original goal was to change careers into property management when I moved back here last summer. After realizing that it was going to take more time to achieve that goal, I took my current job to satisfy income needs. As soon as I am able to land a career in my desired industry, I will persue it.
4.
My property is for sale and I am looking to further my career.
Question 36 of 43
What job duties would you like to avoid if at all possible?
User-Submitted Answers
1.
I would like to avoid hearing tenants complain and I would do this by finding ways to negate any possible complaint.
2.
Having to explain yourself when something has gone wrong. It is both embarrassing and unprofessional.
3.
Honestly there is none, because starting at an entry level position I liked to see how everything was done.
4.
Cleaning low income residential.
5.
I enjoy the multiple hats property managers are able to wear. I enjoy performing all tasks. However, reprimanding employees may be necessary, but it is my least favorite task. I enjoy when people, do what they're supposed to do.
6.
Those should only be tended to by a licensed professional.
Question 37 of 43
What do you do when priorities change quickly? Give one example of when this happened.
User-Submitted Answers
1.
I quickly pick up the new priority and run. I explain if needed that I have to shift gears. Example: Taking care of a client move when all of a sudden there is a water leak. Water comes first. Most people understand this.
2.
I have experienced emergencies happen onsite. Which require immediate attention. At times, projects need to be stopped. I experienced a resident that drove into an apartment home. Everything I was doing at that moment, needed to be stopped and I had to deal with the driver and residents.
3.
I make it work. It happens every day.
4.
I adapt. Example is when I had to do sales job when we didn't have a sales person.
Question 38 of 43
How do you reward employees?
User-Submitted Answers
1.
Putting some incentive Scheme on performance basis.
2.
Reward them through pay is the easy option but not always afford in which occational flexie hrs without compromising on productivity.
3.
I like to create some routine to keep myself efficient. I start my day early, listen to the developments of the day on my drive to work.
4.
Work hard play hard give the employee incentives and have them compete against each other to gain that incentive then also have an overall team incentive.
5.
Treats - lunch, praise, I let my supervisor know.
6.
Depending on the circumstances there are many different ways to approach rewarding an employee. Some methods I utilize is positive reinforcement and continued training.
7.
Time off, gifts, bonuses, promotion, etc.
8.
Recognizing their efforts before others and giving them bonuses.
Question 39 of 43
What experience do you have handling tenants?
User-Submitted Answers
1.
I have had experience in working to resolve issues from A-Z.
2.
My experience includes interviewing and finding qualified canidates to sublet my apartment before I moved and with adding qaulified tentants to my lease to fill a house I was renting and in one case, removing a tenant from the lease to be filled by a more qaulified applicant.
3.
I have previously rented rooms in my own home which entailed collecting monthly rent and negotiating agreements.
4.
I have over ten years of customer service experience, which is a strength of mine. I have been experiencing residents for the last five years. I can honestly say that it has been enjoyable, due the challenges residents create in handling situations professionally and being able to satisfy them as well. I am an expert at dealing with residents in positive and negative situations.
5.
What experience do I NOT have handling tenants.
6.
A lot. I have handled tenants for the last three years.
Question 40 of 43
What is the salary that you expect?
User-Submitted Answers
1.
I expect a salary range between 60 and 70 thousand dollars.
2.
I have done some research of similar position, an the range between $37k to $50k all depending on location. Is this the range you have budgeted?
3.
Based on the industry remuneration standards.
Question 41 of 43
What is your definition of Quality Assurance (QA), and who should be responsible for QA?
User-Submitted Answers
1.
My defination for Quality Asurance is always prioratize and keep organized.
2.
Quality Assurance are the checks and balances put in place by a client to ensure satisfactory performance by the person and/or comapany on the contract.
3.
My definition QA relating to property managment, is ensuring customer satisfaction from their intial contact all the way through to signing the lease and to the end of lease with us.
4.
Quality assurance is the highest standard of service. Everyone is responsible for that.
5.
Quality assurance is the ability to maintain exceptional level of quality and everyone is accountable for quality assurance.
6.
On-Site, the resident manager is the immediate party responsible for ensuring that quality of life is maintained and enhanced.
7.
Ensuring that goods and services offered meet the set standards. QA should be done by any person who is in charge of a task.
Question 42 of 43
Why do you want to become property manager of this building?
User-Submitted Answers
1.
I enjoy working with a great team to provide leadershipgoals and meet the demands of building loyal residents.
2.
I have always enjoyed the social interaction with guests in a hotel environment and I do excel in being an organized, systematic, patient, motivated, confident and a hard worker. I also possess excellent written and oral communication skills, strong leadership skills, analytical and problem solving skills, good customer service skills and multi-tasking skills. I work well under pressure,
3.
To better myself and to help this company succeed. I also love working with people and this position is exactly what suits me.
4.
I am here to work. The building speaks for itself. It is professional and requires someone with a professional approach... That is me.
5.
I possess the skills, experience and motivation that are required for this position. I also believe I will fit in beautifully and be a great addition to your team. I have prior lease up experience. I am extremely detailed oriented and proactive. I am an extremely caring individual and will ensure the job is done properly.
6.
I love the area, I want to grow my experience, I want to put what I have learned to go use to increase quality of life for the tenants and the building.
7.
To offer my skills and experience.
Question 43 of 43
What sort of marketing objectives did your past property employ? Which marketing initiaves did you create and start? Were they successful?
User-Submitted Answers
1.
Marketing that is least expensive. I came up with marketing strategies tha would save money and generatepotential income such as including appliance rentalfees in the rent. We increase NOI and satisfied residents.
2.
Digital marketing, Facebook, LinkedIn, to date website.
3.
I worked shortly as a marketing representative for the Fairfield. I was able to perform outreach marketing and was proven successful in social media marketing. Also, Yelp is highly utilized in our market, so I pushed for our residents and prospects to submit their reviews.
4.
1. Direct emails, 2. Referrals, 3. Advertising on various marketing platforms.

About Property Manager

August 18th, 2017

Property managers are responsible for overseeing the everyday activities of different types of properties, from large apartment complexes to smaller solo family homes. Their exact responsibilities vary depending on the type and size of property they are managing as well as their contract. In general, property managers find and screen tenants, handle leases, collect and adjust rent, deal with complaints, handle maintenance and repairs and supervise other employees.
There are no minimum qualification requirements to become a property manager. You would, however, need to have some experience in this field. Property managers must have good leadership, organizational and management skills and an eye for details. They must be proactive in managing the property so they can thwart problems before they occur.
Prospective employers will want to know more about your work experience in this field. What kind of property did you manage? How large was it? How many residents did you have to deal with and how many employees? What makes you the right candidate for this role? You can find several more questions that are usually asked at property manager interviews when you go to Mock Questions.

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