OK, I'm going to chime in and be the bad guy here. You said you've been told you're too bossy and now are no longer in charge of the techs. This tech is making up excuses as to why he can't service the property. Obviously there's an issue between you and him.

Regardless, this guy is causing lost revenue. Why are you not going to the person he does report to, ie the owner or someone with the authority to crack the whip who understands what a delayed move in does, and advise them this tech is costing them money by not finishing the unit?

Paul, it is interesting that you should bring up ride alongs because I used to do this at different times. It is interesting the things you find out (good, bad, and the did not know) during these periods. When I started this it really improved the performance. I had a point system for my maintenance folks for work inside and outside of units, problem fixed right the first time and return calls to work on the same issues.

Also, the preventive maintenance program was important. It was a requirement to have a preventive maintenance program and to study trends which also pointed out problems in many cases even within the preventive maintenance program itself.

Ride alongs also increases a managers technical skills as well. It really helps when a maintenance person can talk to a manager about a maintenance problem and the manager can relate!

Great feedback Mindy!

I've never worked for a Mgr (regional or property)that offered lunches outside of corporate parties. That's hitting my motivational sweet spot! :)

Based upon what you state, then the issue is identified. The Tech's have more personal investment at the other properties. (All things being equal, the described issue of the Dishwashers were definitely prioritized improperly. The the turn should been before them and after the H2O Heater.)

In simple terms I could see a couple of possible solutions (carrot and stick options). One method might be to structure, or restructure, an incentive program making it equally important to complete tasks on all properties, or weighted toward the property that needs the attention. That's the carrot.

The stick could be something like to remove a contractor performed task at the other properties and bring it in house there. Something like Maintenance installs flooring, performs carpet cleaning, painting, roofing, or other tasks that was assigned to contractors for the sake of time management. The resources spent on the contractors there, are now spent at the property that is having issues to ensure that tasks are completed on time. (There may be contract issues that may need to be addressed to make this happen if there are different owners involved.)

Over all it seems to me that you are asking the right questions. At some point it may have to move to a "soft stick" approach of: "This is the job. All 3 properties are our responsibility. We are going to prioritize like this.... Any questions?" (the hard stick approach is Do it or your fired... I'm not a fan)

I wish you well... B)

Paul, those are excellent observations that I believe would be valid reasons for any tech to be opposed to traveling to my property. I actually have the best community in our small portfolio. No crime at all, easy access to and from the other properties via 4-lane highways and interstate. I've kept up preventive maintenance where the other properties have not. One of the other properties has gas Apollo heat and hot water and in a notoriously high-crime neighborhood. It gets the most maintenance hours. I keep supplies on-hand and organized for easy access. Most of my repairs are simple plumbing issues. I have work orders printed and ready for them with an extra copy to leave for the resident. I usually buy them lunch, or at least offer. I am demanding and have been told I'm "bossy," but I've never had anyone quit because they couldn't work with me (I think I'm too nice). I believe they are just comfortable on their properties and don't want to leave them. I feel like I'm an interruption. They don't see me as "their property." There's no "ownership" like they have for their main properties. I don't know how to change that. I had to put off a move-in for 5 days because the tech would not come to the property to finish the turn. He said he had 2 dishwashers and a water heater to install and couldn't get there. I'm no longer in charge of their schedule, so I just constantly make excuses for lack of service. It's to the point it is hurting my personal reputation as a property manager and I'm ready to let this owner go. My love for the property and my residents are the only thing that is keeping me there at this point.

Reading the other replies In my opinion there has to be an issue other than the specific tasks. Previously someone mentioned the distance and mileage. I think some further investigation may be warranted as to why.

Any repair is like any other (repairing a furnace in one apartment vs. another)so what is the variables that make a difference at that property? Are the needed supplies readily available? Do the Technicians feel safe at that community? Is preventative maintenance being performed to decrease future requests? Is training needed to speed repairs at that community based upon the age and type of equipment being serviced?

Further more, Does the technician have the confidence and job security to give an honest answer when asked about it; or would they be punished for having an answer different than what is desired?

A possible solution would be a "ride along". If possible, spend the day as an extra set of hands with the technicians at that community. Let them run the day and gain insight into what their "normal" day is about to see if the scheduling that you envision will work for them.