A summary of the work of a governance office director
I started working at Shenzhen Ye Building in September of XX year, and was transferred to Fuxing in June of XX year, for a total duration of 9 months. From exploration to familiarity, from confusion to confidence, at every step of my progress, I have received enthusiastic help from the company's leadership and colleagues, as well as understanding and support from most owners and tenants. If there are still some redeemable qualities in these 9 months of work, it is certainly not because I personally possess great ability, but should be attributed to our highly professional team and a group of passionate and dedicated property management personnel. The purpose of this summary is by no means to embellish myself, but rather to achieve two goals: first, to calmly review the gains and losses of this period of work, summarize experiences, and learn from them; second, to use my experience as a case study to provide reference for the company’s future training and cultivation of talent.
My 9 months of work can basically be divided into three stages.
The first stage, the exploratory phase, from early September to late November of XX year. During this phase, on one hand, I quickly learned the basic knowledge of property management and understood the general situation of the building, and on the other hand, ensured the normal operation of various tasks in the building. Due to the short handover time, many things could only be done while learning. During this period, the daily work of the management office mainly relied on the company's comprehensive management system and the high degree of self-discipline among the management staff. The work during this period allowed me to actively report to the leadership on major matters, quickly take measures, and avoid serious mistakes. However, there were still quite a few issues in the details of the work. Fortunately, the leadership and colleagues pointed out and corrected these issues in time, preventing any severe consequences.
The second stage, the experimental phase, from December of XX year to the end of March. In this phase, besides continuing to learn and maintaining the normal operation of the building, I began to incorporate some of my own management concepts, adding some personalized touches to the building's management. The main accomplishments include: 1) Improving employees' working and living environment; setting up a visiting room, cleaning the platform on the 6th floor; 2) Celebrating Winter Solstice and New Year's Eve dinner with employees, making festival arrangements, especially arranging the Spring Festival life for security guards; 3) Organizing golf trips and collecting New Year greetings; 4) Setting up employee files, owner files, contract files, and tracking the implementation of contracts; 5) Emphasizing that management should leave traces, ensuring that abnormal situations must be documented and closed; 6) Adjusting employee work schedules, emphasizing leasing, collection, and contract management; 7) Handling relations with the subsidiary's asset department well, seeking their understanding and support. Among these, the establishment of a visiting room significantly impacted the security guards, improving their work enthusiasm; cleaning the 6th floor platform also thoroughly solved the dirty and messy conditions outside the security dormitories, basically solving the problem of drying clothes. Item 2 demonstrated the company's genuine care for employees, but only focused on material arrangements, neglecting cultural life arrangements. Item 3, due to time constraints, the golf trip was not fully prepared, appearing somewhat rushed. Item 4, mainly involved understanding the contract execution status, supplementing signatures for overdue contracts, and providing explanations for unfulfilled terms. Item 5 primarily changed the lack of reports and records in management. After item 6's division of labor, the collection work improved significantly, and leasing work progressed better. Item 7, through honest communication with the subsidiary's asset department, timely clearing some conflict-causing areas such as the rental of management rooms and occupation of leased rooms, gained their understanding and support. During this period, the main idea was to encounter more problems and handle more issues, thus increasing the chances of making mistakes, but generally able to adjust in time. Bold experimentation was very helpful in enhancing personal business capabilities.
The third stage, the promotion phase, from early April to the end of May of XX year. During this phase, the focus was on pushing employees to follow the company and management office's plans and arrangements to accomplish various tasks. Key focuses included: 1) Anti-SARS work; 2) Smile campaign; 3) Renting out exterior advertising spaces; 4) Window repairs, bathroom wooden door replacements, hallway repainting; 5) Dealing with falling objects damaging cars and subsequent claims. Among these, item 1 involved many events, broad coverage, and mostly implemented preventive measures according to the company's arrangements, with some supplements based on the building's actual situation, receiving good feedback from all parties, but some work still had flaws, such as less elegant elevator reminders. Item 2 was progressing according to plan, achieving certain results, with significant room for improvement. Item 3 brought considerable benefits to the management office; Item 4, window repairs were largely completed, bathroom wooden door replacements and hallway repainting were ongoing, receiving good customer feedback. Item 5, customers were satisfied with our handling, but after the fact, the incident report was not filled out according to requirements, and no error prompts were made, which were corrected after being pointed out by company leadership. Generally speaking, the work during this period was relatively clear, coordination and cooperation with colleagues were good, and work efficiency was high, but consideration of issues sometimes lacked comprehensiveness, leaving much room for improvement.
After these 9 months of work, I have mastered some basic knowledge of property management, familiarized myself with grassroots management processes, and formed my own set of work methods. I also have a deeper understanding of the company's management philosophy. I increasingly feel in my work that treating people sincerely and handling affairs honestly may bring some troubles in the short term, but in the long run, the results are undeniable. Whether it is with company leadership, colleagues, or owners, honesty itself is the greatest respect, gaining true understanding and support, making many seemingly difficult things naturally resolved. The interaction with the subsidiary's asset department is just like this. Before, everyone thought they were difficult to deal with, always suspicious, closely monitoring everything. Later, we treated them sincerely, and they instead took care of the management office's interests in many places, cooperating excellently. In the future, due to the high quality of the owners themselves, as their understanding and attention to property management work deepen, they will inevitably require higher transparency in management, making property management actions more standardized. Therefore, integrity is not merely a slogan, but will become a prerequisite for the survival of enterprises.
This 9 months of work also exposed some issues in myself, such as relatively weak equipment management, needing more time to communicate with clients and employees, which needs to be improved in future work. At the same time, I hope to have the opportunity to comprehensively and systematically study and master property management knowledge, improving my professional level. I am determined to invest more time and passion in the new position, completing all tasks assigned by the company, not辜负ing the expectations of the company's leadership.
Source: Letting vast numbers of women fall one after another