Understanding the Important Distinction Between Community Association Managers and Property Managers

By John Ganoe, CAE, CAMICB Executive Director

A common mistake in state legislatures considering community association manager licensing – and among the general public – is to lump community association managers and property managers into the same bucket. While both are very important roles, they are distinctly different professions with functions, skill sets and responsibilities specific to each.

A community association manager can manage every type of community: condominium associations, homeowner associations, resort communities and commercial tenant associations.  A community association manager works directly with prcommunity-property-managementoperty owners and homeowners.

Property managers oversee individual rental units or a group of rental units, such as an apartment complex. They’re responsible for managing the entire property while community association managers are responsible for common areas – not individually owned properties.

“From a legislative standpoint, this incorrect categorization occurs because state legislators misunderstand the nature of community association management,” said Matthew Green, Director, State Affairs for the Community Associations Institute (CAI).  “They believe that community association management skills are identical to those of a property manager without recognizing the vastly different responsibilities of these two positions.”

This misunderstanding of the two professions often bleeds into more general conversations occurring in this space. Compounding this is the reality that there’s a slight overlap in a couple of the duties performed. For example, both property managers and community association managers supervise certain maintenance activities, such as swimming pool upkeep and trash removal. But it’s important to understand that community association managers oversee and direct all aspects of running the business operation. This means, they authorize payment for association services; develop budgets and present association financial reports to Board members; direct the enforcement of restrictive covenants; perform site inspections; solicit, evaluate and assist in insurance purchases; and, even supervise the design and delivery of association recreational programs.

Property managers are responsible for managing the actual property and therefore handle the physical assets of the unit at the owner’s request. Property managers generally oversee rental units and leases. Their responsibilities might include finding or evicting tenants, collecting rent and responding to tenant complaints or specific requests. If a property manager is responsible for a vacation or second home, he or she may arrange for services such as house sitting or local sub-contracting necessary to maintain that property.  Alternatively, an owner may opt to delegate specific tasks to a property manager and choose to handle other duties directly.

Stephanie Durner, CMCA, AMS, who is the Director of Community Management at River Landing, a private gated golf course community in Wallace, NC, views the distinction this way,

“While property managers are generally charged with overseeing physical structures that are used by people who are not the owners of the property, association managers represent the property owners themselves and are involved in just about every aspect of the overall community. For instance, if a garage door is broken at a rental house, the tenant would call a property manager or owner/landlord. But if there’s a pothole that needs repair or if a neighbor’s dog is running loose through the neighborhood, that’s a task for the community association manager who both maintains the common areas and upholds the governing rules. To me, community association management is a more holistic approach that contributes to the overall quality of life for all the owners in a community.”

Green emphasized, “While some job responsibilities are similar, community association managers have additional functions. It’s critical that community association management be recognized as distinct from property management, because association management requires a wider variety of knowledge and skills.”

“Because of this, the Community Association Managers International Certification Board (CAMICB) offers and maintains the Certified Manager of Community Associations (CMCA) credential, the only international certification program designed exclusively for managers of homeowner and condominium associations and cooperatives,” added Sara Duginske, MS, CAMICB’s Director of Credentialing Services. “Earning the CMCA credential means an individual has taken and passed the rigorous CMCA examination, proving they have a solid understanding of the business operations involved in being a community association manager.”

For community association managers, the bottom line is they understand and are experienced and knowledgeable in the many facets of running a business operation, assuring they provide the best possible service to the associations for which they are responsible.

CAMICB was established in 1995 to develop and administer the CMCA program. CAMICB insists on high ethical standards for community association managers because it not only strengthens the CMCA program, but protects consumers and associations that hire community association managers.

Keeping Homeowners & Employers Confident In Your Ability To Provide High Quality Service

If you’re one of many CMCAs gearing up for the April 1 recertification date, make sure you’re on track to successfully complete the process. Recertification means you’re an accomplished professional committed to developing your skills and knowledge. The summer months are a perfect time to regroup and recharge by participating in fun and educational learning opportunities.

Recertification is a critical component to promoting and demonstrating continued competency in the community association management profession. Recertifying CMCAs must participate in continuing education in the field of community association management totaling at least 16 hours of continuing education coursework every two years.

CMCA Recertification: Reinforcing The Value of The Essential Credential

The CMCA examination is NCCA-accredited and in the professional credentialing industry, NCCA accreditation represents compliance with best credentialing industry practices. As a CMCA you can continue to enhance your marketability, show your dedication to your profession, and provide the highest level of guidance to your associations by continuing your education and maintaining your certification.

Recertification also provides the opportunity for you to reaffirm your commitment to the CMCA Standards of Professional Conduct to your community associations, your employers, your peers and the millions of people living in community associations.

There are numerous professional development opportunities for CMCAs, ranging from college degrees and coursework, to conferences, professional coaching, community workshops, seminars, symposiums, and webinars. There are many courses offered that cover a wide range of topics including community association management operations, administration, legal requirements, accounting, human resources, and public administration.

Continuing Education

It’s important to note that anyone who meets the continuing education requirements to maintain the following credentials will meet the CAMICB continuing education requirement:

  • CAI’s Association Management Specialist (AMS)
  • CAI’s Professional Community Association Manager (PCAM)
  • National Association of Housing Cooperative’s (NAHC) Registered Cooperative Manager (RCM) designation
  • Florida’s Community Association Manager license (CAM)
  • Nevada’s Community Association Manager certificate

Not sure of your recertification date? Go to: https://www.camicb.org/find-a-cmca

Visit www.camicb.org for useful resources, links, approved continuing education courses and providers.

 

6 things that kill morale

Managers must understand what they’re doing to kill morale. These are the worst offenders and must be abolished if you want to hang on to good employees.

What makes you happy at work? Maybe you have a great boss who gives you the freedom to be creative, rewards you for going the extra mile, and helps you to reach your career goals.

Maybe you have none of the above and are updating your résumé as we speak.

It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

But managers tend to blame their turnover problems on everything under the sun while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

Bad management does not discriminate based on salary or job title. A Fortune 500 executive team can experience more dissatisfaction and turnover than the baristas at a local coffee shop. The more demanding your job is and the less control you have over what you do, the more likely you are to suffer. A study by the American Psychological Association found that people whose work meets both these criteria are more likely to experience exhaustion, poor sleep, anxiety, and depression.

 The sad thing is that this suffering can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part to give employees autonomy and make their work feel less demanding. To get there, managers must understand what they’re doing to kill morale. The following practices are the worst offenders, and they must be abolished if you’re going to hang on to good employees.

 #1 Overworking people

Nothing burns good employees out quite like overworking them. It’s so tempting to work the best people hard that managers frequently fall into this trap. Overworking good employees is perplexing for them as it makes them feel as if they’re being punished for their great performance. Overworking employees is also counterproductive. New research from Stanford showed that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. Raises, promotions, and title-changes are all acceptable ways to increase workload. If managers simply increase workload because people are talented, without changing a thing, these employees will seek another job that gives them what they deserve.

 #2 Holding people back

As an employee, you want to bring value to your job, and you do so with a unique set of skills and experience. So how is it that you can do your job so well that you become irreplaceable? This happens when managers sacrifice your upward mobility for their best interests. If you’re looking for your next career opportunity, and your boss is unwilling to let you move up the ladder, your enthusiasm is bound to wane. Taking away opportunities for advancement is a serious morale killer.

 Management may have a beginning, but it certainly has no end. When blessed with a talented employee, it’s the manager’s job to keep finding areas in which they can improve to expand their skill set and further their career. The most talented employees want feedback—more so than the less talented ones—and it’s a manager’s job to keep it coming. Otherwise, people grow bored and complacent.

#3 Playing the blame game

A boss who is too proud to admit a mistake or who singles out individuals in front of the group creates a culture that is riddled with fear and anxiety. It’s impossible to bring your best to your work when you’re walking on eggshells. Instead of pointing fingers when something goes wrong, good managers work collaboratively with their team and focus on solutions. They pull people aside to discuss slip-ups instead of publicly shaming them, and they’re willing to accept responsibility for mistakes made under their leadership.

 #4 Frequent threats of firing

Some managers use threats of termination to keep you in line and to scare you into performing better. This is a lazy and shortsighted way of motivating people. People who feel disposable are quick to find another job where they’ll be valued and will receive the respect that they deserve.

 #5 Not letting people pursue their passions

Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

#6 Withholding praise

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right. This doesn’t mean that managers need to praise people for showing up on time or working an eight-hour day—these things are the price of entry—but a boss who does not give praise to dedicated employees erodes their commitment to the job.

Bringing it all together

If managers want their best people to stay, they need to think carefully about how they treat them. While good employees are as tough as nails, their talent gives them an abundance of options. Managers need to make people want to work for them.

 By TRAVIS BRADBERRY for TheLadders.com This article first appeared on LinkedIn.

How to spot a liar at work

 

To sharpen your lie detection ability, follow these seven guidelines:

1. Begin with a baseline

The first and most important step in deception detection is observing a person’s baseline behavior under relaxed or generally stress-free conditions so that later you can spot those meaningful deviations that signal stress and possible deception.

While you are chatting informally, notice how people’s bodies look when they are relaxed. (What is their normal amount of eye contact and blink rate? What kind of gestures do they use most frequently? What postures do they assume when comfortable? What is their pace of speech and tone of voice?)

2. Watch for the initial signs of stress

There is no single verbal or nonverbal behavior that automatically means a person is lying. In fact, much of “lie detection” is actually stress detection.

To relieve this nervous tension, liars may use pacifying gestures (rubbing their necks, bouncing their heels, fidgeting with jewelry, etc.) Their feet may even point to the door in a nonverbal signal that they would like to “escape.” But our first response to stress (before we ready ourselves to fight or flee) is to freeze. So also pay attention if your usually animated colleague suddenly stops gesturing, has a forced or frozen smile, holds her breath, or tightly locks her ankles.

By the way: The biggest myth around deception is that liars can’t look you in the eyes. In fact, some don’t (especially small children), but polished liars may actually give too much eye contact. Two eye signals that are more accurate signs of stress and potential dishonesty are pupil dilation and a change in blink rate.

3. Listen carefully to what people are telling you

People may tell you the (literal) truth. If your boss says “I’m thinking of recommending you for the position,” that is exactly what she means. She has not told you she did recommend you. She has not told you she will recommend you. All she said is that she is thinking about doing so. In the same way, if your colleague states, “That’s all I can tell you,” believe him. He can’t or won’t tell you more … but remember, that doesn’t mean this is all he knows.

Because of the mental effort it takes to tell a bald-faced lie, many people prefer to circumvent the truth with selective wording. They may avoid answering your question exactly as asked or they might say something that sounds like a denial, but isn’t. For example: If you accused a liar of spreading malicious gossip about a co-worker, he might respond, “Do I look like someone who would do that?” instead of saying “I didn’t do it.” Liars may even go into attack mode and try to impeach your credibility or competence with statements meant to put you off- track or even to intimidate: “Why are you wasting my time with this stuff?” or “Do you know how long I’ve been doing this job?”

Stay especially alert when people tell you what they are not doing (“I don’t want you to take this the wrong way,” or “It’s not that I have anything to hide”). Most often, that’s a lie. Of course, you’ll have greater success in detecting verbal deceit cues if you and the person you are dealing with are from the same culture and speak the same language.

4. Stay alert for “emotional faking”

There are seven basic emotions that are shared, recognized, and expressed the same way around the world. Discovered and categorized by Paul Ekman and his colleagues at the University of California in San Francisco, the universal emotional expressions are joy, surprise, sadness, anger, fear, disgust, and contempt.

In monitoring emotional reactions, look also for simulated emotions, where people try to convince others that they feel a certain way by simulating the facial expression associated with that feeling. You may even get a gut feeling that your colleague’s “terribly sincere furrowed-brow” or exaggerated display of anger feels somehow excessive. Realize, too, that any expression you see displayed for more than five to ten seconds is almost certainly being faked.

5. Notice incongruence

When thoughts and words are in sync (when people believe what they’re saying) you can see it in their body language as their gestures, facial expressions and body postures fall into natural alignment with their verbal messages. Incongruence occurs when someone’s nonverbal behavior contradicts her words – such as a side-to-side headshake while saying “yes” or a slight shoulder shrug (which is a sign of uncertainty) when assuring you they’re “absolutely positive.” Often, verbal-nonverbal incongruence is a sign of intentional deceit. At the very least, it shows that there is an inner conflict of some sort between what the person is thinking and what she is saying.

6. Look for the “telltale four”

Nonverbal cues often occur in what is called a “gesture cluster” – a group of movements, postures and actions that reinforce a common point. Clusters play a key role in your growing ability to spot lies. A single nonverbal cue can have several meanings or mean nothing at all, but when it is reinforced by at least two other nonverbal signals, the meaning becomes more apparent.

7. Recognize the issues that interfere with your ability to detect falsehoods

As previously stated, the act of lying triggers a heightened and observable stress response most people. But not always and not in everyone:

  • Not all people display the same degree of emotion.
  • Not all liars (especially if polished or pathological) show any signs of stress or guilt.
  • Not all lies trigger a stress reaction. (Social lies, for example, are so much a part of daily life that they hardly ever distress the sender.)
  • Not all stress signals indicate a lie. Truthful people may exhibit anxiety for a variety of perfectly innocent reasons — including the fear of not being believed or discomfort speaking about embarrassing or emotionally arousing topics.

And sometimes our own biases get in the way. Research shows that surprisingly small factors – such as where we meet someone, what they wear, what their voices sound like, whether their posture mimics ours, if they mention the names of people we know or admire, if they flatter us, if they are attractive and charming, or if they remind us of ourselves – can enhance their credibility to the extent that it actually nullifies our ability to make sound judgments about them. When we put our trust in a deceptive co-worker or hire someone we haven’t properly investigated, it may not be due to their skill as a liar, but more about our own unconscious biases, vanities, desires, and self-deceptions.

Lies and liars can kill collaboration and innovation, damage teams and organizations — and sometimes even destroy reputations and careers. Sharpening your deception detection skills (while recognizing your own biases) is a savvy resolution.

7 ways you’re insulting your boss without knowing

So what are some ways you might be offensive without realizing it? Career experts share what to think twice about doing.

Everyone knows when they have accidentally stumbled into a remove-foot-from-mouth situation. Regardless of your intention, everyone has fumbled in their otherwise professional state. Most of the time, these are fixable with an apology, quick, witty follow-up or some well-timed distance. However, in certain instances, your day-to-day mannerisms, your habits or your conversations tactics can be subtly insulting to your manager. This can be a difficult fact to wrestle with and manage, considering everyone has different working styles, preferences and mentalities about what defines professionalism.

While we should all be diplomatic, respectful and thoughtful when dealing with others, sometimes we say things we should not have said or that hit a sensitivity that we did not foresee,” career expert Jill Tipograph explains. “Being sensitive to that and prepared to acknowledge our blunder is crucial to being respected by your manager, or anyone who might feel wronged”

So what are some ways you might be offensive without realizing it? Here, career experts share what to think twice about the next time you have a meeting with your boss:

You talk politics

Especially given the current jarring and unpredictable political climate, discussing the latest updates from the White House will inevitably come up in the office. However, business coach Christine Argo explains bringing up your opinion is potentially a landmine for conversations. When this happens, you will either be met with silence — or prompted to begin a debate. Even if your manager isn’t part of the initial discussion, if they overhear the argument or learn of it later, they could find it respectful of productivity. And, potentially even more harmful to your career, they could be on the opposite side of your views.

“Your boss will most likely recognize that debating politics at work is not appropriate, but your point of view may easily insult them and leave them less than enthused about working more closely with you on special projects,” Argo warns. “Unless you work in an environment where everyone’s political beliefs are clear, save your point of view for after work.”

You correct them

Even if you directly report to the CEO of your company, he or she is bound to make a mistake (or many) here and there. But should you call them out? Negative. As workplace expert Amy Cooper Hakim explains, even if you are an expert in your field, routinely correcting someone who signs your paycheck is a no-no. Considering no one is perfect and no one has all of the answers, it is better to acknowledge any mishaps privately, instead of embarrassing your manager in front of the team.

“Use care with your tone and support any suggestions by explaining how you’ve seen the idea work well in other instances,” she continues.

You are always late

While some people find it second-nature to map out the time it will take them to reach point B from point A, others often underestimate and end up arriving too late, too much of the time. Your friends and your partner might nod along and accept your tardiness as a character flaw and love you anyway, but your manager is likely secretly stewing each and every time you mutter an “I’m sorry. Traffic was bad!”

Argo says without using words when you’re late, you send the message that your time is more valuable than anyone else’s. “This is not the message you want to be sending to your boss,” she continues. “Show up on time, or better yet a few minutes early. It may just give you time to chat with your boss about non-work things, which always builds good report.”

You interrupt them

When your mother taught you to mind your P’s and Q’s toward your grandmother, teacher and your best friend’s parents, they probably nudged you when you spoke out of a turn. Part of becoming successful is learning how to not only express your expertise and talent but take time to genuinely listen to others. While you might be in a rush to prove your smarts to your manager, if you talk over your boss (or ahem, anyone), they will easily become annoyed.

“Give your boss the respect he deserves and wait for him to finish speaking before sharing your idea. When you show respect to others, you are more likely to receive it in return,” Hakim explains.

You throw meetings off track

Having a solid sense of humor can come in handy after a stressful client meeting, when your colleague is recovering from a hangover or when the office is in desperate need of a belly laugh. Being pegged as the office clown isn’t necessarily a bad hat to wear, but Argo explains it is important to understand when your jokes are welcome, and when they are disruptive to meeting goals. When a boss recognizes you routinely throw meetings off their agenda — they will be less likely to invite you to participate.

“It demonstrates you don’t value their time or position and could leave them frustrated with your job performance,” Argo says. “Before you start singing a jingle during a meeting, ask yourself ‘is this the time for this?’ Breaking the tension is one thing, but completely diverting the meeting is disrespectful.”

You make assumptions about their life.

Though some managers are open about every last detail of their life — from their potty-training toddler to the fight they had with their spouse — others choose to be mum about anything unrelated to work. If you happen to work with a boss in the later crowd, asking questions that might make them feel uncomfortable or making assumptions based off of impressions will send you packing up your desk … ASAP.

“If your boss keeps their cards close to their chest, just don’t even go there. Avoid making comments that infer things about your boss’ life and lifestyle,” Argo recommends. “Or better yet, get to that meeting early and strike up a conversation, you might find out something you didn’t know.”

By LINDSAY TIGAR for TheLadders.com

Decoding the ABC’s of Credentials, Certificates & Designations

What do those letters behind your name mean?

By John Ganoe, CAE
Executive Director, CAMICB

Even for those deeply entrenched in the credentialing world, there’s a certain degree of confusion around some of the terminology used to describe specific paths professionals take to further their careers and skill sets. The field of community association management is no different so it’s important to educate managers, homeowners, and other community association professionals about the different options the profession has to offer and the value they hold.

According to the Institute for Credentialing Excellence (ICE), “credentialing” is an umbrella term used to refer to concepts such as professional certification, certificate programs, accreditation, licensure, and regulation.

ICE defines certification, licensure, assessment-based certificate, and accreditation in the following ways:

  • certification program is designed to test the knowledge, skills, and abilities required to perform a particular job, and, upon successfully passing a certification exam, to represent a declaration of a particular individual’s professional competence, such as a community manager who has achieved the Certified Manager of Community Associations (CMCA®).  In some professions, certification is a requirement for employment or practice.
  • Similarly, licensure tests an individual’s competence but is a mandatory process by which the government grants time-limited permission for that licensed individual to practice his or her profession, such as a real estate salesperson or real estate broker.
  • In contrast to certification and licensure, an assessment-based certificate program is an educational or training program that is used to teach learning objectives and assess whether those objectives were achieved by the student.
  • Accreditation is the process by which a credentialing or educational program is evaluated against defined standards and is awarded recognition if it is in compliance with those standards. The Certified Manager of Community Associations (CMCA®) is such a program. ICE currently offers accreditation to professional certification programs through the National Commission for Certifying Agencies (NCCA).

The CMCA credential is accredited by the National Commission for Certifying Agencies (NCCA) confirming it complies with NCCA’s stringent standards for a professional certification program. Accreditation validates the integrity of the CMCA program and is a mark of quality.

Specialty Designations

Community association professionals may also choose to bolster their careers and expand their level of expertise in certain areas. This is where specialty designations come into play. A “designation” is recognition of professional knowledge and expertise in a given subject matter or job skill.  To earn designations, membership is required in a professional organization and usually requires work experience.  Certain specialty designations are offered through the Community Associations Institute (CAI) including, the Association Management Specialist (AMS), Large Scale Manager (LSM), Professional Community Association Manager (PCAM), Community Insurance and Risk Management Specialist (CIRMS) and Reserve Specialist (RS). This allows a community association professional to drill down into a specialized aspect of the business.  In some cases, for example the PCAM and AMS designations, passing the CMCA examination is a prerequisite to applying for these designations.

I’ve experienced a wide disparity in the background and quality of the managers with whom I’ve worked,” said Ron Perl, Esq., a Partner at Hill Wallack LLP, who leads the firm’s community association practice group.  “A manager who holds the CMCA assures me they have an important foundation in place – the ongoing education and knowledge necessary to successfully manage millions of dollars worth of other people’s property and a serious commitment to high ethical standards.”

Stephen Castle, CMCA, AMS, PCAM agrees all committed community association managers should hold the CMCA certification. “The CMCA certification demonstrates to employees and new managers a commitment to professionalism,” said Castle. “Further, CMCAs show their support for established national and international standards of knowledge and professional conduct for community association managers.”

The Certified Manager of Community Associations – The only accredited certification program in the world for managers of homeowner and condominium associations and cooperatives.

The CMCA Goes Global

As CAMICB grew to be the premiere certification body in the United States for community association managers, it also gained international recognition for its established body of knowledge and strict ethical standards. Over the past two decades, the CMCA certification program crossed borders and oceans in Australia, Bermuda, Canada, Mexico South Africa, and the United Arab Emirates. This global expansion secured a high level of professionalism for association management and common interest communities worldwide. In 2017, CAMICB launched the international CMCA examination.

About ICE

The Institute for Credentialing Excellence, or ICE, is a professional membership association that provides education, networking, and other resources for organizations and individuals who work in and serve the credentialing industry.  ICE is a leading developer of standards for both certification and certificate programs and it is both a provider of and a clearing house for information on trends in certification, test development and delivery, assessment-based certificate programs, and other information relevant to the credentialing community.

How To Embed the CMCA Digital Badge into your Email Signature

Adding a hyperlinked badge image to your email signature is a great way to make sure your professional network is aware of your certifications, credentials and other badge-worthy recognition.  Watch this video for a quick tutorial on how to add your badge to an email signature, using Outlook and Gmail as examples. 

These instructions are for PC users. If you’re on a Mac, click here for instructions on adding your badge to email using Gmail.  If you’re having any trouble with adding your badge to your particular email client, contact the Acclaim Support TeamThey’ll be happy to help you troubleshoot. 

Step-by-step: Outlook

  1. ​From Acclaim, click the badge you’d like to embed in your email signature. Click the blue ‘Share’ button. 
  2. Click the ‘Download’ icon. Choose the small image – that will fit best in your email signature. 
  3. Click the ‘URL’ icon and copy it to your clipboard. 
  4. Over in Outlook, create your new email signature by opening a new message, then clicking ‘Signature.’
  5. Click ‘New’ to create a new signature. If you’d like to modify an existing signature, highlight it. 
  6. Name your new signature.
  7. Type any text you’d like in the signature, then click the ‘Image’ icon. 
  8. Locate the badge image you downloaded, then click ‘Insert.’
  9. Next, hyperlink the image  by clicking the badge, then selecting the ‘Hyperlink’ icon.
  10. Paste the URL you copied from Acclaim. 
  11. Click OK to save your new signature. 

Step-by-step instructions: Gmail

  1. From Acclaim, click the badge you’d like to embed in your email signature. Hover your mouse over the badge and right click to copy it.
  2. Within Gmail’s settings, access your email signature.
  3. Right click to paste the badge image into the signature. If the image appears too large, click the badge and select Small from the options presented.
  4. Back in Acclaim, click the blue ‘Share’ button underneath your badge.
  5. Next, click the ‘URL’ icon and copy it to your clipboard.
  6. Within your email signature, highlight the badge image and create a hyperlink with the URL you just copied. 
  7. Click OK to save your new signature.

13 questions hiring managers ask to test your personality

Questions like “If you were an animal, what would you be and why?” seem frivolous — but they have a purpose.

Employers today aren’t necessarily only looking for candidates with the right set of technical skills and years of experience under their belt.

They also want to hire those who also have something unique to offer — like a great personality 0r a strong set of soft skills.

“In fact, if they find a candidate who has less experience than their competition, but has stronger growth potential and seems to be a better cultural fit, the employer may feel encouraged to hire that person,” said Edward Fleischman, chief executive officer of Execu Search, a full-service recruitment, temporary staffing, and retained search firm.

In an effort to find new hires that are great cultural fits, employers are putting more emphasis on soft skills, like organization, communication, leadership, initiatives, and the ability to think your feet.

To figure out if candidates possess the soft skills or personality fit that they are looking for, employers will ask questions like the ones outlined below.

What was the last new task or skill you learned, and how did you go about it?

“Employers ask this question to evaluate how a candidate views their own professional development,” Fleischman said.

He recommended answering with details on how you learn new skills. Emphasize that you’re curious and continually learning new things about your profession.

Tell me about a time that you did more than what was required on the job

Your interviewer wants to make sure that you’re committed to excelling.

So, Fleischman said, “give an example of a time where you went above and beyond the call of duty. This will also help show that you care about the quality of your work.”

If your best friend was sitting here, what would they say is the best part about being your friend?

The purpose of this question is to bring out a sense of honesty and candor in a candidate.

Learning about what makes an applicant a good friend allows employers to get a better feel for whether or not they would fit in with the company culture,” Fleischman said.

If you could change one thing about the way you approach challenges, what would it be?

This question puts candidates on the spot, and allows hiring managers to evaluate a candidate’s self-awareness and ability to admit there are some aspects of their professional life they would like to improve, Fleischman said.

“Since humility is an important quality to many employers, a response to this question is something they listen closely to,” he added.

If you were an animal, what would you be and why?

This inquiry is a favorite amongst hiring managers because it allows them to not only evaluate how quickly someone can think on their feet, but it also requires candidates to exercise some degree of creativity in a relatively short amount of time, Fleischman said.

These are two skills that can be applied to solving almost any business challenge.

What has the most satisfying moment in your life been?

When employers ask this question, they are looking to see what motivates a candidate and whether or not their values fit into the company culture, Fleischman said.

How would your last supervisor describe you in three words?

“This inquiry gives the employer a glimpse into how others view a candidate’s professional value,” Fleischman said.

What drives you in your professional life?

Employers ask this question to gain insight into what motivates a candidate both in their career and as a potential employee.

“As cultural fit becomes more important to employers and their business as a whole, many look for candidates whose goals align with theirs, and asking this question allows them to assess what exactly a candidate’s goals are,” Fleischman said.

What drives you in your personal life?

On a similar note, this question aims to delve into a candidate’s personality and better assess their cultural fit.

“By developing a better understanding of a job seeker’s non-work life, and by learning about what drives them personally, an employer can get a better grasp of the type of personality they’d be bringing to the company,” Fleischman said.

And, painting a picture of a candidate’s personal goals can help an employer better understand how motivated they are in general.

What types of hobbies do you enjoy outside of work?

Just like learning about what drives someone in their personal life, discovering how someone spends their time outside of work and what specific activities they enjoy and invest in can give an interesting look into their personality, Fleischman said.

In addition, hobbies can translate into specific soft and hard skills that can be applicable to many jobs, and employers are often interested in learning what a candidate has to offer outside their resume’s “skills” section.

Can you take me through a scenario at work that was particularly stressful for you, and how you handled it?

This question shows not only the candidate’s ability to think on their feet, but also their ability to be diplomatic, Fleischman said.

For example, if the stressful situation was due to someone else’s errors, was the candidate able to speak about it in a professional, tactful way?

Or, if the stressful situation was due to their own error, it shows a great deal about a candidate if they can take responsibility for it in their explanation.

If you could meet a celebrity, who would it be and why?

Many people admire certain celebrities and public figures. Learning about who a candidate would be most excited to meet offers another interesting viewpoint into their personality and their values — two important factors of cultural fit.

Have you ever played on a sports team?

The answer to this question can reveal personality traits that are important to certain companies, depending on the nature of their business.

“For example, a former athlete could be a great team player or, depending on the sport or position they played, may thrive best while working on their own,” Fleischman said.

Athletes often have a competitive nature, which can be good or bad.

 

By RACHEL PREMACK, Jacquelyn Smith contributed to a previous version of this article which first appeared on Business Insider.

Maintaining High Ethical Standards

CMCAs’ Commitment to Following Strict Standards of Professional Conduct

An important – yet often overlooked – component of CAMICB’s Credentialing Program
requires a Certified Manager of Community Associations (CMCA) to adhere to a high standard of ethical conduct. This means Certificants must comply with the 10 CMCA Standards of Professional Conduct, which govern their professional activities.

StandardsFlowChart

Standards Flow Chart

These Standards of Professional Conduct, detailed at http://www.camicb.org/standards, range from understanding laws applicable to community association management, to being knowledgeable on association policies and procedures, to carrying out fiduciary responsibilities, and participating in continuing education coursework. A violation of any of these Standards of Professional Conduct may be grounds for administrative action and possible revocation of the CMCA certification by CAMICB. Abiding by these Standards of Professional Conduct help protect consumers and associations that hire or contract with community association managers.

“When a community association manager earns the CMCA, they’re pledging to uphold a strict code of professional conduct which is critical to the profession,” said Ron Perl, Esq., a Partner at Hill Wallack LLP, who leads the firm’s community association practice group. “This is more than understanding the many facets of community association management and troubleshooting challenging situations, it brings about accountability, responsibility and trust to the individuals the profession serves.” Read more …

The 2 things that kill careers (and happiness)

Here are two things that can be really harmful to both your career success and overall happiness as a human being. Watch out for them.

We continually strategize on the things we need to do to advance our careers, close the sale, be happier, have better relationships and get what we want. More often than not it is what we need to cease doing that gives us the most power.

1. Don’t discount your dreams.

I used to live life from a “but at least it’s not ______” perspective. I thought this was being positive because I could always think of something worse. This was an OK way of remaining optimistic in the face of adversity until it became habit for all of life and halted my ability to envision the openness of wonder.

It wasn’t until I was aware of this that I began to risk shifting to the vulnerable choice of exploring joy without expecting it to be short lived. To ushering in opportunity that I knew was meant for me without holding onto fear. To seeing all that was there with the curiosity of a child. This ability to stay in the moment without fast forwarding to an anticipated ending broke open the world for me. It put an end to all endings. It left me only with beginnings.

I stopped needing to be right. I started listening to understand. I stopped being guarded. I started feeling acceptance. I stopped setting small goals. I started living in a big space of “this is what freedom feels like.”

2. Don’t wait for life to be fair

When I was struggling as a single working mother of four children under seven-years-old on public assistance, homeless and without an automobile I used to think there would eventually be an epiphany where life would finally become “fair” and get better. But it didn’t. And I grew more angry and defeated. Though I never stopped working harder and harder in corporate America toward my goal of being a good role model for my children.

I rose quickly to the CEO level mostly, I think, because I had four beautiful mouths hanging open in front of me like baby birds and I had no fear of risks. In my marriage I had already experienced the biggest rejection of my life so hearing “no” didn’t phase me. I’ve never been qualified for any of the roles I’ve applied for on paper but I could demonstrate measurable accomplishments that made this irrelevant. Still, I kept waiting for “fair” to happen. I kept my head down and everyday read and studied my fascination with human behavior.

My biggest achievement came slowly and without fanfare. I never saw it coming. It wasn’t my titles, my parenting or my home. It was the day I woke up and realized that life isn’t fair; it’s a world of connection. And the connection of most importance is the one we have with ourselves. When I accepted myself with all my flaws I drew others toward me instead of repelling them as I tried to be something I wasn’t.

Waiting for “fair” is like thinking the lion won’t eat you because you didn’t eat him. It isolates us and makes us prey to disappointment and perfectionism which kills careers. Fulfillment comes from swapping expectations and the need to be right for curiosity and wonder.

You may be moving slowly toward something today. Know that you’re moving in the right direction. Don’t quit. Just keep going because you’re almost there. Here is a free tool to help you navigate your career along the way: 31 Success Practices for Leaders in the High Stakes Corporate World.

Mary Lee Gannon, ACC, CAE is an executive coach and corporate CEO who helps busy leaders get off the treadmill to nowhere to be more effective, earn more, be more calm and enjoy connected relationships with the people who matter while it still matters. Watch her FREE Master Class training on Three Things to Transform Your Life and Career Right Now at MaryLeeGannon.com

Courtesy of TheLadders.com