In this day of fast-paced, volume-packed, “catch me if you can” mentality, community managers are often moving tons of information, communicating to an extensive audience, adhering to suppressive laws and documents and wondering if they can meet their client’s expectations.
So what characteristics separate the great managers?
We’ve narrowed these characteristics into five trends – trends that we see really good managers often following without a conscious effort. These characteristics set the backdrop for successful management in today’s community environment.
1. CEO Minded Influencers
There are too many times that managers are viewed as simple administrators. The successful manager, however, sees themselves as a CEO, a business professional that understands and separates conducting business from involvement in the social element of communities. CEO-minded managers are highly skilled, often posses a degree or advanced training, are able to advise their clients in critical situations and understand the importance of measuring their client’s expectation. They simplify matters for their boards, help their boards set a vision for their community and are often more highly compensated for their expertise.
2. Technological Pioneers
Doing things the old fashioned way has its benefits. Methodical, one-on-one experiences we absolutely need to master. However, the demand for greater, more accurate, transparent communication in a timely and efficient manner is expected and is separating the successful managers from the rest. The industry requirements for data storage and access, understanding the legal impact of actions and words and creating efficiencies while aligning different levels of communication to different audiences is essential to profitability and growth.
3. Psychological Leaders
The art of managing communities rests in the ability to understand how various individuals respond to different stimuli. A successful manager develops the skill set to formulate consensus among their constituents, can read their client’s language and assess situations quickly and has a detailed perspective of their client’s obligations, needs and expectations. Some board decisions may be made with emotions, but to be successful, managers must know more than their clients know.
4. Time Managers
Often managers find themselves at the end of the day saying, “Wow, I’ve been running hard all day, and I’m not sure I’ve accomplished anything.” Effective solution creation and implementation allows the opportunity to accomplish more than there is time available in the day. Addressing prioritized issues immediately, managing a high volume of communication and finding the balance of enjoyment in being successful as a manager provides for a value that is not easily understood or achieved.
5. Risk Managers/Takers
All managers should be risk managers. Is the manager proactive or reactive is the key question however? Does the manager help a client think or just follows their lead? Successful managers set their own standard of competence and expectation, and one can tell how high they’ve climbed when they are willing to risk being an advisor to their client, and their client accepts them and asks for their advice. The job as a successful manager is to understand and use the power of YES and NO in the performance of duties. Both have a profound impact.
Robert A. Felix, CMCA, LSM, PCAM, RS
President & CEO
N. N. Jaeschke, Inc.
San Diego, CA
Elizabeth Buenrostro, CCAM
Director of Business Development
N. N. Jaeschke, Inc.
San Diego, CA