We often hear complaints about strata stakeholders from other members of the strata title community.
Things like:
‘my manager doesn’t respond to me fast enough’
‘the strata committee doesn’t keep us well informed’
‘the meeting notice was too late, too big or didn’t have enough information’
‘those strata owners don’t respect the by laws’
‘the contractor isn’t doing what’s needed’ and
etc, etc, etc.
Those criticisms might be perfectly fair in each situation when they occur, and they may arise repeatedly. can
But, what about reversing our thinking about making the criticisms and complaints and how to create and encourage solutions?
Instead of thinking about what’s wrong, not done, or what we don’t know or understand about a strata stakeholder we’re dealing with, why don’t we think about and tell them what would be our best, or even perfect, experience with them and what we’d really like from them?
Being positive about the characteristics or behaviours that would make them the best strata [insert strata role] in the world has to be better as it clarifies expectations [both ways], isn’t accusatory, encourages compliance, is more efficient, and, reduces stress for everyone.
So, rather than saying: ‘why didn’t you respond to my email from last week about the insurance premium’ instead try ‘it would be great to get answers to my insurance premium questions within a few days, as that would help me decide so you can get on with things’.
It’s worth a try.
Plus, I wonder what the characteristics of the best strata [insert role] for a number of strata stakeholder groups are as follows. If we could define them [like soft KPI’s (key performance indicators)], then everyone can work to them.
Strata Groups Best Characteristics [or Strata KPIs]
Strata committee members
Strata managers
Strata owners
Building managers
Contractors
Strata Lawyers
Strata Tribunal Members
So, what are your thoughts and ideas about those things?