I own several buildings in Cincinnati, OH. I've recently hired a property manager to oversee them. As a result of a few missteps by him, the tenants in one specific building now do not trust him and have become uncooperative with him and putting up barriers to him doing his job (i.e. preventing access to their units for routine maintenance).

I want to have a meeting with each of the tenants, the property manager, and me to get their issues on the table so we understand them, and can work to restore their trust. A couple of the tenants are pushing to have 1 meeting with all the tenants together, but I prefer to talk with them individually.

Any advice on which aproach might work better?

Chris

State Specific Question About: OHIO (OH)

Having been very involved with town issues over the years, I say have a open meeting with everyone that wishes to attend. Somehow, having individual meetings breeds distrust... (what did you say to the other person? is it the same as you are saying to me? did you make a deal with the other person that you are not with me? why so secretive?) Yes, a large meeting could turn rowdy, and into a mob scene, but it is more open and honest. People can understand better because someone else asked a question they did not think of at the time, they can get a better question and in the end might save time over repeating the same thing multiple times to each tenant. You can then later meet with any individual that wants to discuss further.

Linda makes a valid point.

Can you do that? Can you stare down an angry crowd?

I would be tempted to start some of those meetings early, address a few of the concerns and have solutions in place before the group meeting.

If you have a repair completed, or a plan in place, accomplishments completed before the group meeting I think it should good faith.

On another note, Is the property manager on board with all of this?

Post Script.

I went to read through what I wrote after posting. I noticed Ken's response.

I have to add, I do admire Ken's " Can't you see I'm busy splitting firewood approach" He takes concrete action and shows authority.

Chris,

Grouo meeting? No way.

What were these “mis-steps”? Late for an appointment or stealing?

Why would these cause a res to not allow repairs?

Is one res a ringleader trying to stir uo trouble?

Who is complaining and how do you know?

People love to exaggerate when talking to an authority figure. Everyone will have their own version of the story.

Define the problem and fix it.

Then thank the res for their patience.

I'm with Ken to a point. I think it would depend on what the "missteps" are/were. Were they so severe that you are also thinking "wow, you shouldn't have done that" or is it just the fact that the tenants don't like having to deal with someone who isn't you (the owner) any longer?

If it's something in the middle (such as he just exerted his "power" in stating that we will be there at 10am to fix blah and the tenant didn't care for that and he entered anyway ... well, I think the tenant (and/or the manager) need to reset. What was the issue, is it a potential damage to the building (more important to YOU) vs a tenant inconvenience (less important to YOU). The first one I would indicate the appointment is at 10am - be there or not we are coming in and fixing it ... the second one if they want to be there but don't want you in until later in the day ... well, if you can great ... if not pick another day/time that works for the workers and the tenant. It's their inconvenience, not yours.

If it was something that was really bad on the PM part - they should know better, be legal about it and definitely just say "you're fired". Just make sure that you know the WHOLE truth - not just one side.

I'd fire the PM. The fact that I have to get involved tells me they can't handle it. If you meet with the residents, try to determine if it's one person or small group causing issues. Don't renew their leases.

Have the purpose of the meeting to establish rules and introduce new PM. Then at end of meeting discuss what happened. Don't make meeting's whole purpose about soothing them. Make it your agenda.

If new PM gets banned, time to clean house.

I'd make every attendee put their grievances in writing prior to the meeting and then I'd address those concerns ... not a "give and take" conversation as that has the probability of getting out of hand quite quickly and probably end up being adversarial. Depending what the complaints are, I may address the basics back to the tenants prior to the meeting.

From my experience the damage has already been done. You may be able to mollify some of your tenants but the ones that remain discontent will continue to fuel the fire.

I can only assume that your PM either made some truly egregious missteps to have the entire complex in revolt OR you waited too long to address their concerns allowing them to fester. Either way s/he is toast.

I see what occurs in multi-family complexes everyday. When a new tenant moves in other tenants welcome them by setting the tone of what to expect or not from management. And nothing you can say will reverse their opinions - only your actions can do that.

How did you train up your manager?

If the answer is I didn't provide them guidance not to do the things that I don't like seeing them do, then I have to ask - what can YOU do to improve this issue.