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© 2011 by the National Apartment Association, 4300 Wilson Boulevard Suite 400
Arlington, VA 22203. All rights reserved. The course materials or any part thereof
may not be reproduced, stored in a retrieval system, or transmitted, in any form
or by any means—graphic, electronic, or mechanical, including photocopying,
recording, or otherwise, without the prior written permission of the National
Apartment Association Education Institute (NAAEI).
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NAA retains copyright to the original materials and to any translation to other
languages and any audio or video reproduction, or other electronic means,
including reproductions authorized to accommodate individual requests based on
religious or medical deferments from classroom participation.
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DISCLAIMERS
Although NAAEI programs provide general information on apartment
management practices, NAAEI does not guarantee the information offered in its
programs is applicable in all jurisdictions or that programs contain a complete
statement of all information essential to proper apartment management in a given
area. NAAEI, therefore, encourages attendees to seek competent professional
advice with respect to specific problems that may arise. NAAEI, their instructors,
agents, and employees assume no responsibility or liability for the consequences
of an attendee’s reliance on and application of program contents or materials in
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examples may resemble true circumstances, the details are fictitious. Any
similarity to real properties is purely coincidental. Forms, documents, and other
exhibits in the course books are samples only; NAAEI does not necessarily
endorse their use. Because of varying state and local laws and company policies,
competent advice should be sought in the use of any form, document, or exhibit.
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AUDIO VISUAL EQUIPMENT, AND OTHER MEANS OF REPRODUCTION OR
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MATERIALS
All program contents and materials are the property of the National Apartment
Association Education Institute, which strictly prohibits reproduction of program
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© 2011 National Apartment Association
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ACKNOWLEDGMENTS
SUBJECT MATTER EXPERTS
The NAA Education Institute wishes to thank the following
apartment industry professionals for contributing their time and
expertise to the rewrite of the National Apartment Leasing
Professional course:
Lead Subject Matter Expert
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Sherre Helmer, NALP, CAM, CPM
President
Dynamic Training for Results
9742 Fortune Drive
Fisher, IN 46037
317/517-1547 sherrehelmer@comcast.net
KEY CONTRIBUTORS
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•
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•
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Michelle Alarcon
Andrew Botieri
Howard Campbell, Ph.D., CPM
Doug Chasick, CPM, CAPS,
CAS, Adv. RAM, CLP, SLE,
CDEI
JoAnna Dougan
Joanna Ellis, CAM, CAPS
Kim Hurd, NALP
© 2011 National Apartment Association
•
•
•
•
•
•
•
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Taylor Jackson
Vickie Johnson
Jeremy Lawson, NALP
Karen Nelsen, CAM
Andrea Popp
Wendy Walker
Barbara Whitted
Kimball, Tirey and St. John, LLP
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Participant Guide
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Keys to Success
in Leasing
Keys to Success in Leasing
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
Copyright © 2009 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
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The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate,
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Table of Contents
4
Warm-Up Activities
5
Course Objectives
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Message to Apartment Community Leasing Professionals
6
Career Prospects of a Leasing Professional
7
Responsibilities of a Leasing Professional
9
Characteristics of a Leasing Professional
10
Your Colorful Personality
12
15
Job Responsibilities and Goal Setting
18
Time Management
21
Teamwork
24
Market Knowledge
26
Product Knowledge
28
Summary
29
Examination
29
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Qualities of a Successful Leasing Professional
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Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
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It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
The Keys to Success in Leasing is the first course in the NALP series. The other courses,
in addition to this course, are:
1. Keys to Success in Leasing
2. Telephone Presentations
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3. Leasing and the Internet
4. The Leasing Interview
5. Leasing Demonstration & Follow-Up
6. Rental Policies and Procedures
7. Legal Aspects
8. The Market Survey
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association, or contact NAAEI at 703/518-6141.
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Introduction
Welcome to the Keys to Success in Leasing course of the National Apartment Association
Education Institute’s National Apartment Leasing Professional program!
Your instructor will ask you to participate in one of the following activities:
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Activity 1: Participant Inventory
Why did you choose to work in the multifamily housing industry?
Of all of the multifamily positions available, why did you choose to become a Leasing
Professional?
In what work-related projects are you currently involved?
Activity 2: Tales of Work
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Think about your first two weeks in your current jobs. If you have only recently started in
your leasing position, they can think about this current time in the position. If this is their first
day on the job, think about a previous job or a project completed in school.
Work with a partner or a small group to discuss the following questions:
What challenges did/does this particular job have?
What parts of the job are/were particularly confusing, especially at the beginning?
What do you like best about the position?
Activity 3: “I EXPECT”
Write the answers to the following questions and share your answers with an assigned partner:
What do I expect from myself in this course?
What do I expect from the instructor of this course?
What do I expect from other participants in this course?
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Course Objectives
At the end of this course, participants will be able to:
Describe the responsibilities of a Leasing Professional.
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Identify important personal qualities of a successful Leasing Professional, and discuss
how these qualities enhance the Leasing Professional’s job success.
List the most important duties of a Leasing Professional.
Discuss the importance of goal setting and list basic steps of goal setting.
Explain product and market knowledge and how they contribute to the success of a
Leasing Professional.
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Understand the Market Survey Presentation to be given at the end of the NALP course.
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What are the Career Prospects for Leasing Professionals?
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The multifamily housing industry is constantly evolving. As apartment communities add
new features and amenities, they are becoming far more attractive alternatives to single-family
homes—and to a wider population. Residents who like the worry-free benefits that come
with living in an apartment community, coupled with the introduction of new conveniences
and features, will continue to strengthen the industry as a whole. Given the popularity of
the Internet and the influence of e-commerce on today’s businesses, our industry will
continue to change. What does this mean for someone who is starting a career as a
Leasing Professional?
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As a Leasing Professional, you are often the first line of communication with the prospective
resident. You see the process through from beginning to end, from prospect to vacating
resident, while providing resident services that help keep turnover rates low. In this position,
you will know the residents and their specific wants and needs. You will know the
neighborhood and all of its resources and nuances. It is you, the Leasing Professional,
who uses interpersonal and leasing skills to turn prospects into residents and your residents
into happy, renewing customers. The job requires a unique set of skills and knowledge for
dealing with a wide variety of people on a day-to-day basis. A highly skilled Leasing
Professional can influence even the most finicky prospective resident to choose their
apartment community.
The position of Leasing Professional is an attractive one for several reasons. First, it is a
constantly changing job. Economics, demographics, markets, products, and even the legal
system impact it. Secondly, as the multifamily housing industry has evolved, it has become
more sophisticated as a business. The position of Leasing Professional requires people
who are business savvy—people who understand marketing, economics, and basic financial
concepts. As a Leasing Professional, you have the opportunity to learn about all of the
factors involved in running your own business. Thirdly, expanded career paths in sales,
marketing and customer service are available to you. Finally, the Leasing Professional
position can be your entrance into a long-term career in the multifamily housing industry,
with the possibility of advancement, more responsibility, and more challenges.
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Your Instructor will lead you in a discussion of the following issues:
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1. Why are Leasing Professionals so important to their apartment communities?
2. In what specific ways can a Leasing Professional impact the apartment community or
building?
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3. What are some factors that make the Leasing Professional position attractive?
4. What roles (like counselor or chauffeur) does a typical Leasing Professional perform?
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What are the Responsibilities of a Leasing Professional?
A variety of tasks and duties comprise the Leasing Professional job description. Your
Instructor will lead you in an activity to identify some of the critical job responsibilities of
today’s Leasing Professional.
1.
2.
3.
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4.
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In the space provided, list the 10 most important responsibilities in order of priority that you
have as a Leasing Professional. Some answers could include tasks such as leasing
vacant apartments, inspecting the “to-show” listed apartments for tour readiness, accepting
and processing applications for leasing, attending ongoing apartment association education
sessions, etc.
5.
6.
7.
8.
9.
10.
Discuss with a partner or your group and indicate the five most important responsibilities.
Be ready to discuss your reasons for selecting your top five.
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What are the Characteristics of an Effective Leasing Professional?
People Skills
Communication
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Teamwork
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What are the personal qualities of a successful Leasing Professional? A May 2000 report,
issued by Pinnacle Performance Group, identified nine skills that are characteristic of
successful 21st century workers. These are the skills that can ensure your success as a
Leasing and Industry Professional:
Coaching
Technical skills
Business Analysis
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Technology Savvy
Administrative Skills
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Project Management
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Continuous Improvement
Writing and Documentation
Participant Management
Each of us, no matter how we develop these skills, brings a unique personality to our
position. In a similar manner, your prospects and residents have different personalities.
Learning the difference and how to appreciate them is part of your training as a Leasing
Professional. Complete the personal assessment on the following page.
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Your Colorful Personality
Circle the letter of the word or phrase that best describes what you are like most of the
time. Choose only one letter from each grouping. When you are finished, total your scores
for each letter.
1. a. Opinionated
b. Nurturing
c. Inventive
d. Outgoing
13. a. Self-serving
b. Suspicious
c. Unsure
d. Naive
8. a. Pragmatic
b. Well behaved
c. Accepting
d. Spontaneous
14. a. Decisive
b. Loyal
c. Contented
d. Playful
9. a. Task-oriented
b. Sincere
c. Diplomatic
d. Lively
15. a. Arrogant
b. Worry prone
c. Silently stubborn
d. Flighty
4. a. Powerful
b. Deliberate
c. Gentle
d. Optimistic
10. a. Tactless
b. Hard to please
c. Lazy
d. Loud
16. a. Assertive
b. Reliable
c. Kind
d. Sociable
5. a. Insensitive
b. Judgmental
c. Boring
d. Undisciplined
11. a. Power-oriented
b. Perfectionist
c. Indecisive
d. Self-centered
17. a. Bossy
b. Self-critical
c. Reluctant
d. A teaser
6. a. Logical
b. Emotional
c. Agreeable
d. Popular
12. a. Dominant
b. Sympathetic
c. Tolerant
d. Enthusiastic
18. a. Critical of others
b. Overly sensitive
c. Shy
d. Obnoxious
2. a. Independent
b. Dependable
c. Even-tempered
d. Trusting
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3. a. Aggressive
b. Frequently depressed
c. Ambivalent
d. Forgetful
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7. a. Always right
b. Guilt prone
c. Unenthusiastic
d. Uncommitted
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23. a. Confident
b. Disciplined
c. Pleasant
d. Charismatic
27. a. Impatient
b. Moody
c. Passive
d. Impulsive
20. a. Demanding
b. Unforgiving
c. Unmotivated
d. Vain
24. a. Intimidating
b. Careful
c. Unproductive
d. Afraid to face facts
28. a. Strong willed
b. Respectful
c. Patient
d. Fun loving
25. a. Argumentative
b. Unrealistic
c. Directionless
d. An interrupter
29. a. Action-oriented
b. Analytical
c. Easygoing
d. Carefree
26. a. Responsible
b. Idealistic
c. Considerate
d. Happy
30. a. Merciless
b. Thoughtful
c. Uninvolved
d. A show-off
21. a. Direct
b. Creative
c. Adaptable
d. A performer
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22. a. Calculating
b. Self-righteous
c. Self-deprecating
d. Disorganized
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19. a. Determined
b. Detail conscious
c. A good listener
d. A party person
Totals
a. __________
b. __________
c. __________
d. __________
Total the numbers of circles you gave each letter. The letter with the highest total reflects
your natural personality. If you have mostly “A’s”, your color is RED. Mostly “B’s” means
you’re BLUE. Mostly “C’s” colors you WHITE and mostly “D’s” makes you YELLOW. The
number of responses to the other letters suggests additional influences in your personality.
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The Color of You
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Red
Strengths: Excels in logical thinking; is committed to having a productive lifestyle; is
dynamic and direct; thrives on independence; is a natural leader; is highly involved (a
strong survivor); is creative in crises.
Limitations: Generally seeks to serve self (what’s in it for me?); promotes turmoil and
conflict when a personal goal is to be gained; is out of touch with own feelings; is always
right; cannot relax and feel comfortable unless producing something; is often arrogant and
defiant of authority; is inconsiderate of others’ feelings (selfish); will not admit inadequacies
for fear of losing power and control.
Blue
Strengths: Sees life as a serious endeavor, appreciates beauty and detail; has a strong
aesthetic sense, is stable and dependable (a plow horse versus a racehorse); is sincere
and emotionally deep; is analytically oriented (concerned with why one behaves as he/she
does); is a high achiever; has a deep sense of purpose in life.
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Limitations: Is highly emotional; is self-righteous; is controlling; is envious of others’ success
if too easily obtained; is a perfectionist; is verbally self-abusive; is smug.
White
Strengths: Is quiet, reflective and peaceful; has a genuine lifestyle; appears to accept life
comfortably; is patient with self and others; enjoys life’s simplicity; is compatible with others
is kind to animals and people; blends into all surroundings.
Limitations: Takes a passive approach to life; is unresponsive but is not openly excited
about experiences; has problems becoming intimate; is bashful and unsure of self; is
easily manipulated into changing plans; is ambivalent about goals; is often lazy and unwilling
to take responsibility; resists making commitments.
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Yellow
Strengths: Is highly optimistic (rarely depressed); likes self and accepts others easily; loves
to volunteer for opportunities; sees life as an experience to be enjoyed; is flashy and fun (a
racehorse rather than a plow horse) is adventurous and daring.
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Limitations: Needs to look good socially (high priority); is irresponsible and unreliable; is
self-centered; is flighty and uncommitted; is superficial; mostly interested in a good time; is
unwilling to experience pain to produce quality; is overly loud in public places; exaggerates
successes; is unable to confront issues.
Source: "The Color Code", Taylor Don Hartman, Ph.D.
What are the Qualities of a Successful Leasing Professional?
Your personal qualities play an important role in determining your success as a Leasing
Professional. All of the knowledge and training in the world will not produce leasing success
without certain personal qualities, including:
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Positive self-image. When people are comfortable with themselves, they are also
comfortable with other people. Be sure to differentiate between “self-confidence” and
“overconfidence.” Many successful people have had the confidence and positive
self-image to start over again when they experienced early failures.
Appropriate work habits. It has been said, “If you're working 8 hours a day, you're just
working for a living. If you work longer, you are working for your own success.” Any way
you look at it, successful people use their time well and honestly to accomplish results.
It is not how many hours you work, but what you accomplish during the hours that you
work.
Self-discipline. This is the ability to identify and concentrate on what is important, and
fight the temptation to do what comes easiest. Successful people are able to defer
gratification and make sacrifices for the long-term.
Proper judgment. Making wise decisions is a constant challenge, especially when
there is not always time for lengthy deliberations. Sound judgment comes from experience
and from the willingness to seek information and advice, and learn from mistakes.
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Independence. Learn to make decisions on your own. Take initiative to try new things.
Be open to change. A spirit of independence is fine as long as you remember to be a
team player and cooperate with others.
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Ethical work behavior. Honesty, trustworthiness, commitment and lots of communication
are cornerstones of ethical work behavior. Do not get caught by over rationalization
or one-time special deals. Be authentic, fair and accountable.
Self-awareness. Successful people are able to objectively assess their strengths and
development needs. They seek feedback from others about their impact on situations.
They look for ways to maximize their strengths and compensate for limitations.
Strong communication skills. Successful people are able to speak and write using
clear, concise language delivered in proper tone, pitch, volume and pacing. They do
not use idioms or lingo but rather easily understood terms and phrases. They do not
monopolize conversations but rather seek ways to engage others in meaningful
conversation.
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High energy level. Leasing to prospective residents and renewing current resident
leases are basically sales jobs. Professional salesmanship requires a high energy level
because of the demands of staying upbeat, projecting the property at its best,
demonstrating and touring the apartment homes, thinking on your feet, making positives
out of negatives, engaging the customers in meaningful dialogue, focusing on closing
the lease, and keeping a fresh perspective with every customer.
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How Do You Define “Professionalism”?
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Prospective and current residents expect a lot from a Leasing Professional. They look for
friendliness and a “human” touch—such as using their name and “personalizing” the leasing
presentation. Prospective residents and residents want to do business with a Leasing
Professional who is accurate, honest and who follows through on promises. A successful
Leasing Professional should exhibit professionalism at all times. The key areas associated
with “professionalism” include:
Specialized knowledge. Successful Leasing Professionals certainly have specialized
knowledge. They have to know about their own community, as well as the surrounding
market, including the demographics, economics, employment, housing, and other
factors impacting their market.
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Providing value. Successful Leasing Professionals play an important role by assisting
people in finding appropriate housing that meets their particular lifestyle needs. They
also stimulate the economy by creating a community where people want to relocate
and live. Leasing Professionals also help integrate social values successfully into the
community.
Demonstration of professionalism. This is shown in one’s image, office etiquette,
language, ethical work behavior, attitude and commitment to self-improvement. A
“professional image” is more than just a “polished look”. It is expressed in pride,
competence, and dignity in relations with prospective and current residents, fellow
workers, staff members, owners, vendors and all other persons with whom they come
in contact.
From time to time, reflect on your own appearance, behaviors, communication and
commitment and ask yourself if you’re projecting the “professional image” your prospective
residents and residents expect in a Leasing Professional. What do you think of when someone
says the word “professional?” A doctor? A teacher? A Leasing Professional?
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Job Responsibilities and Goal Setting
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As a Leasing Professional you perform many tasks related to your position. The importance
you place on specific responsibilities will have a direct impact on your community. You
need to know and understand the goals of your community. You can then align your tasks
and duties to best meet the property goals as well as your professional goals. As a
professional, you should have specific written goals for specific timeframes; annual,
monthly, weekly, daily.
For instance, one way in which a successful Leasing Professional could align her/his
responsibilities with the goals of the community would be to increase the community’s
revenue by leasing and completing lease renewals.
Listed below are additional property goals. What are ways you can meet those goals as a
Leasing Professional?
Reduce move-outs
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Improve maintenance productivity
Maximize market rents
Increase collections
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Steps for Planning Goals
How can a successful Leasing Professional improve performace? By setting goals.
A goal should be:
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Define “goal”:
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Using the headings listed above, write at least two specific professional goals under each
category.
Daily Goals
1.
2.
Weekly Goals
1.
2.
Monthly Goals
1.
2.
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Planning in Order to Achieve Goals
Planning is something we do every day, but we may not realize this. Because there are so
many tasks and responsibilities to accomplish every day, planning is especially important
to being a successful Leasing Professional.
Step 1: Set your goals.
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Let’s look at formulating a plan of action so you can accomplish your goals.
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Step 2: Build specific objectives and timelines.
Step 3: Identify barriers.
Step 4: Determine the contacts and skills you have to acquire.
Step 5: Prepare a plan with specific steps to meet your goal and objectives.
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Step 6: Measure progress on a regular basis.
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Step 7: Revise as necessary.
Time Management
Setting goals and objectives and using planning tools may be a good start to being organized
and getting things done, but, how does a Leasing Professional manage time?
Here’s a story about how to manage time:
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One day, an expert in time management was speaking to a group of graduate-school
business participants and, to drive home a point, used the following illustration so that
the participants would never forget.
As he stood in front of this group of high-powered overachievers, the instructor said,
“Okay, time for a quiz” and, pulling out a one-gallon mason jar, set it on the table in
front of him. He also produced about a dozen fist-sized rocks and carefully placed
them, one at a time, into the jar. When the jar was filled to the top rim and no more
rocks would fit inside, the instructor asked, “Is this jar full?”
Everyone in the class yelled, “Yes.”
The time management expert replied, “Really?” He then reached under the table and
pulled out a bucket of gravel. He dumped some gravel in, then shook the jar causing
pieces of gravel to work themselves down into the spaces between the big rocks. He
then asked the group once more, “Is the jar full?”
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By this time the class was on to him. “Probably not,” one of them answered.
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“Good!” the instructor replied. He then reached under the table again, bringing out a
bucket of sand. He started dumping the sand in the jar, where it went into all of the
spaces left between the rocks and the gravel. Once more he asked the question, “Is
this jar full?” “No!” the class shouted.
Once again he said, “Good.” Then he grabbed a pitcher of water and began to pour it
in until the jar was filled to the brim. Then he looked at the class and asked, “What is
the point of this demonstration?”
One eager beaver raised his hand and said proudly, “The point is: no matter HOW full
your schedule is, if you try really hard you can ALWAYS fit some more things in it!”
“No,” the speaker replied, “that's not the point. In fact, the exact opposite is true. This
illustration teaches us that if you do not put the big rocks in first, you will never get
them in at all!”
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(Excerpt from "Chicken Soup for the Soul")
What are the “big” rocks in your life—time with your loved ones, your education, your
dreams, your community, a worthy cause, teaching or mentoring others? Remember to put
these BIG ROCKS in first or you will never get them in at all. So, hopefully tonight on the
way home, while stuck in the middle of your commute, or tomorrow morning when you are
wishing you had just fifteen more minutes to sleep; you might remember this short story
and ask yourself this question; “What are the big rocks in my life?” Then, put those in your
jar first.
In what ways does this story illustrate how a successful, Leasing Professional can optimally
manage time?
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Participant Guide
Time Management Activity
Partner with another participant and use the space provided below to record time management
problems and solutions as they relate to the most important responsibilities of a Leasing
Professional.
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List potential time management problems and time wasters:
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List potential time management solutions and time enhancers:
Which ideas will you use in your position? Circle several from your listed responses above.
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Keys to Success in Leasing
Participant Guide
National Apartment Leasing Professional
Teamwork
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There are several ingredients in successful teamwork. As we discuss each one, think
about whether the ingredient is present in your own situation. If not, what might you do to
improve your teamwork? Perhaps you can re-write a professional goal or two to reflect the
changes you will make to include additional ingredients for successful teamwork.
Make sure you understand the team's goals. Your company probably has several very
explicit goals, and possibly some that are not so obvious. For example, full occupancy and low
resident turnover may be the two most obvious goals. Having a “good” reputation in the
community and in the industry may also be a goal, but one that is not as well known or obvious.
To have productive teamwork, make sure the team understands its goals, and the team's
plan for accomplishing its goals. When you understand your team’s goals and its plan,
you can better understand the role you can play in helping the team achieve its goals.
That's what being a “team player” is all about.
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Understand your role. Yes, you are a Leasing Professional. At the same time, you may
have multiple responsibilities, or perhaps the team needs you to assume other responsibilities.
In what ways, other than leasing, can you contribute to the success of your team and of
the community? For example, would your team like you to get more involved with the local
elementary school to do something about student traffic before and after school? An
important part of teamwork is the full understanding of your role, including your teammates’
expectations of you and your role. Some of them might have a good idea for modifying
your role in some way.
Keep the lines of communication clear and open. Make sure you are as open and
candid as your position allows. Recognize that others have different views and opinions.
Be precise in your language, but use tact and diplomacy. Also, be an active listener. This
is the most underestimated part of communication. Avoid making a team member look
less than desirable, no matter how much you may think this is deserved. Handle problems
on a one-to-one basis whenever possible. Support your teammates.
Network. Keep open communications with those people who are outside of your immediate
team yet are related to your team and your work. Know what is going on with Leasing
Professionals in other companies. Know what they are doing and what they are trying.
Know key people in the community. It is always valuable to have a team member who
understands what is going on in the immediate neighborhood. Work to help your team be
successful and the team will help you improve your skills and potential for advancement.
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Keys to Success in Leasing
National Apartment Leasing Professional
Participant Guide
Brainstorm with your Instructor and group to answer some of these questions:
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1. Why is teamwork so critical to the success of the management company or your owner?
2. How can a Leasing Professional positively impact the rest of the team?
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3. In what ways can a Leasing Professional show commitment and professionalism to all
members of the team?
4. What are some specific instances in which a teamwork-minded Leasing Professional
could build the team and reinforce property goals at the same time?
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Keys to Success in Leasing
Participant Guide
National Apartment Leasing Professional
How Market Knowledge Helps You as a Successful Leasing
Professional
Define Resident Profile:
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Most apartment communities have competitors; that is, other apartment communities that
target the same resident profile as their own apartment community.
List some typical Resident Profiles:
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Define Market Knowledge:
Think about your apartment community. Use the space below to record specific demographic
information unique to each of the apartment home types in your apartment community.
Include information about your resident profile such as the typical make-up of households,
income brackets, employers, etc.
Now think about your community’s surrounding area and the housing opportunities found
in your area. It is important that you shop your competition regularly and develop the same
Product Knowledge of the competition that you have of your own apartment community.
How can you use Market Knowledge in performing your role as a Leasing Professional?
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Knowledge of the competition is very valuable when a prospective resident mentions having
visited (either in person or via the Internet) a competitive apartment community. By being
prepared and understanding the competition, a successful Leasing Professional will already
have a good understanding about precisely what information the prospective resident has
gleaned from the competitive community. This knowledge of your market will help you
overcome objections and counter positive points the competing property may have made.
The amount and type of information you will need to have about your competitors varies
from company to company. However, one useful activity is to develop a notebook on each
of your competitors. This notebook can include newspaper ads, brochures, and other
materials distributed by the competitor, plus photographs of key aspects of the community's
appearance that you may have taken yourself. You should also include information about
the various apartment types (floor plans), amenities, fees, rents, and other features that
might compete with those offered at your community. When you have successfully gathered
the necessary market information, you will have greater confidence in your own product and
your presentation to a prospective and renewing resident.
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When you prepare your Market Survey Presentation, you will apply this Market Knowledge
to the competing properties you review. In each of the three competitors you will shop,
knowledge about pricing, unit types, amenities and neighborhoods will help you determine
the strength of your competition and what response, if any, is required of your own property
to maintain its competitive edge.
Define Product Knowledge:
There are three basic areas of Product Knowledge that a successful Leasing Professional
must have and use:
1. Detailed knowledge of the apartment homes themselves;
2. Thorough knowledge of the apartment community, including its residents; and
3. Extensive knowledge of the neighborhood in which the apartment community is set.
Product Knowledge helps the Leasing Professional in many ways.
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Keys to Success in Leasing
Participant Guide
National Apartment Leasing Professional
Product Knowledge
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Without comprehensive product knowledge, you cannot perform at your peak leasing
ability. Prospective residents look for certain features and benefits in an apartment home,
including those features that you may not think are important. For example, do you know
the insulation rating for the apartment homes at your community? Someday, a prospective
resident will ask you that question.
It is always helpful to have a supply of facts, figures, and anecdotes about the apartment
community that illustrate what it’s like to live at your community and to answer prospective
residents’ questions.
You should carefully inspect your own community, its apartment homes and amenities as
well as visiting the area around your community or building.
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Then compile a good list of the positive selling points that you observe. Remember to list
some of the following area or neighborhood selling points: dry cleaners, area recreational
facilities, restaurants, postal boxes, business service centers, schools, public transportation,
highway access, banks, neighboring parks, senior citizen activity centers, medical care
facilities, etc.
Maintain this information in a Leasing Notebook (more details on the Leasing Notebook
are offered in Leasing Demonstrations).
Just as is the case with Market Knowledge, your understanding of Product Knowledge will
be applied in your Market Survey preparation and presentation.
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Participant Guide
Summary
You should now be able to describe:
The responsibilities of a Leasing Professional;
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Important personal and professional qualities of successful Leasing Professionals; and
How knowledge of your product and market greatly enhances your leasing success.
Now that you've received some background about the multifamily housing industry and the
crucial role of a professional Leasing Professional, reassess your own skills and abilities.
Use the rest of the NALP program to improve your strengths and shore up any
weaknesses.
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Exam
The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation
program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA
Web site at:
www.naahq.org/education
You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
For more detailed information on the exam and to download the Candidate Handbook,
please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
© 2009 National Apartment Association | Revision 0309
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SA
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PL
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Participant Guide
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PL
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Telephone
Presentations
Telephone Presentations
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
Copyright © 2009 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
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The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate;
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Telephone Presentations
National Apartment Leasing Professional
Participant Guide
Table of Contents
5
Course Objectives
6
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Message to Apartment Community Leasing Professionals
Telephone Skills Self-Evaluation
7
Preparing for the Telephone Presentation
9
Telephone Etiquette
10
Improve Your Speaking Skills
11
Active Listening
12
14
Objectives of theTelephone Contact
15
Initial Leasing Questions
21
What’s Wrong With This Phone Call
23
Key Elements of a Successful Leasing Presentation
25
Closing Begins with the Telephone
26
Taking Requests for Service
28
Identifying Caller Needs
29
Resolving Problems
30
Conducting Follow-Up
32
Handling Irate Callers
32
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Reasons Why People Use the Phone to Shop for an Apartment
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Telephone Presentations
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National Apartment Leasing Professional
Table of Contents (cont.)
34
Summary
36
36
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Examination
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Fair Housing Implications
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Telephone Presentations
National Apartment Leasing Professional
Participant Guide
Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
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It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
This is one of a series of eight courses of the NALP program. The other courses are:
1.
2.
Telephone Presentations
Leasing and the Internet
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3.
Keys to Success in Leasing
4.
5.
6.
7.
The Leasing Interview
Leasing Demonstration & Follow-Up
Rental Policies and Procedures
Legal Aspects
The Market Survey
8.
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association, or contact NAAEI at 703/518-6141.
© 2009 National Apartment Association | Revision 0309
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
Course Objectives
At the end of this course, participants will be able to:
Implement good telephone etiquette in the workplace.
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Apply effective speaking and listening skills to telephone presentations.
List preparations a Leasing Professional should make for a telephone presentation.
Describe the basic objectives of a telephone contact.
Develop a process for working with current residents.
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Handle an irate caller.
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National Apartment Leasing Professional
Telephone Skills Self-Evaluation
Participant Guide
(Please circle the appropriate answer)
In all telephone conversations:
Yes
No
Do you include your name and the name of your community?
Yes
No
Do you always have writing implements, note pads, and important information at your fingertips?
Yes
No
Do you give the caller your complete and undivided attention?
Yes
No
Do you project a pleasant smile through your voice?
Yes
No
Do you get the caller’s name and contact information?
Yes
No
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Do you always answer the telephone with a cheerful greeting?
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When an interruption occurs, do you give the caller an Yes
No
explanation before you put them on hold?
When asking callers to “hold” do you wait for a response before putting them on hold?
Yes
No
Do you leave the caller on hold for more than 60 seconds
at a time?
Yes
No
Do you wait for the caller to hang up the receiver before you do? Yes
No
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
When speaking to a prospective resident:
Yes
No
Do you try to schedule a definite appointment by providing
a choice of times?
Yes
No
Do you find out how the prospective resident heard about your community?
Yes
No
Yes
No
Do you try to isolate the nature and exact location of the service Yes
problem?
No
Do you try to contact the resident if the repairs will be delayed?
Yes
No
Do you thank the resident for bringing the problem to your
attention?
Yes
No
Do you let the caller know that you will follow through until the problem is solved?
Yes
No
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Do you create a positive mental picture of your apartment
community for callers so that they will want to visit
and see it for themselves?
When accepting a service request:
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Do you get the resident’s name, address and telephone number,
as well as any other pertinent information, such as the type of
repair needed?
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Telephone Presentations
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Participant Guide
Importance of the Telephone
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Did you know that 9 out of 10 future residents call first, and the average telephone prospective
resident is four times as likely to rent an apartment home as a walk-in prospective resident?
Yet, a survey of hundreds of onsite Leasing Professional Shopping Reports by Ellis Property
Management Services indicated that by far the weakest part of the average Leasing
Professional’s leasing presentation is telephone techniques. Our communities rely on superior
telephone skills to entice future residents to visit us; therefore it is critical to develop a strong,
persuasive and relationship-building telephone leasing presentation.
It is also important to be able to successfully take a resident service request over the
telephone as well as to be able to diffuse an irate resident. The first step to becoming
successful at using the telephone is to make certain you have the necessary tools ready.
Preparing for a Telephone Presentation
Telephone Tools:
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1. Pens and pencils.
2. Note pads, telephone message pads, and blank guest cards.
3. A calendar for easy reference and to record scheduled appointments.
4. An up-to-date list of apartments available to lease.
5. Written directions to the community from North, South, East and West for ease in
providing directions to telephone prospective residents.
6. Blank service request forms.
7. Frequently called numbers.
8. A positive attitude.
© 2009 National Apartment Association | Revision 0309
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
Projecting Your Professional Image
The telephone is a vital link for the apartment community at large bringing residents,
applicants, vendors and others into their offices. Leasing Professionals must project a
professional image while using the telephone. To project a professional image, they should:
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Smile and be enthusiastic. A prospect can hear you smile over the telephone.
Speak clearly, and at a pace appropriate to your caller.
Do not place your fingers or hand over the mouthpiece while you are speaking.
Keep your personal calls to a minimum.
Be sincere and courteous to your callers.
Telephone Etiquette:
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1. Answer the call promptly, after the second ring but before the completion of the third ring.
2. Add warmth to your response by smiling when greeting the caller and being courteous.
Do not be too busy to be nice. Be friendly BEFORE you know who it is.
3. Keep the greeting clean and simple. Long greetings tend to confuse callers.
4. Identify yourself, both when answering the phone, and during the conversation.
5. Stop what you are doing and give the caller your undivided attention. In other words,
“Learn to say goodbye before you say hello.”
6. Rushing threatens customers. One-word answers make you sound cold and unfriendly.
Slow down and take control of the conversation.
7. Do not carry on additional conversations with others in the office while you are on the
telephone.
8. Do not handle the call while trying to process paperwork, etc. Remember “People
before Paperwork.” Paper can wait, people should not. Pay immediate attention to the
customer.
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Telephone Presentations
National Apartment Leasing Professional
Participant Guide
9. Do not eat, drink or chew gum while on the telephone.
10. Put people on hold only after asking them if they mind holding and waiting for their
response.
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11. Do not leave the caller on hold for longer than thirty seconds. If you must put the caller
on hold, check back frequently with them to make certain they can still hold and that
they understand the cause for the delay. If you absolutely must call back, give the caller
a time frame in which you will call.
12. Always say “thank you.” And, if the prospect thanks you, say “you’re welcome”, not “uh
huh” or “it’s ok.”
13. Wait for the caller to hang up before you hang up the telephone.
14. Do not use industry jargon or slang. The caller may not understand or misunderstand.
Don’t use “1.1” or “2.2D”.
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Improve Your Speaking Skills
Communication is a two way street—talking and listening. In this exchange, both
parties must make sure they are being understood.
Never assume the other party understands you just because they do not ask questions.
“Think before you speak.” They need to be quick thinking—sometimes to keep a
caller's attention. But this needs to be balanced against the possibility of saying something
that you should not.
Vocabulary is important. A successful Leasing Professional uses correct English and
avoids slang.
Speaking slowly and using less complex words are two ways to communicate more
effectively with people who have limited English skills.
Voice inflection is important. The tone used over the phone should be professional but
upbeat. It should convey interest and enthusiasm.
© 2009 National Apartment Association | Revision 0309
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
Voice Inflection
Active Listening
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During communication, only 7% of the meaning is derived from the actual spoken words.
The rest is derived from non-verbal communication. Clearly, inflection is an extremely
important part of telephone communication.
Perhaps as important as speaking is listening. Successful Leasing Professionals need to
be good listeners if they are to do well with the wide variety of people who make telephone
inquiries about apartment communities.
The Importance of Active Listening: Activity
1. Did anyone make a profit?
2. If anyone did make a profit, who was it?
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3. If there was a profit, how much was it?
Top 10 Ways to Improve Listening
With the instructor, complete the sentences on the following page.
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Telephone Presentations
National Apartment Leasing Professional
Participant Guide
1. Work
3. Make
4. Be
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5. Listen
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2. Pay
6. Concentrate
7. Ask
8. Do not
9. Concentrate
10. Jot
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
Reasons Why People Use the Telephone to Shop for an
Apartment
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Research tells us that telephone prospects call an average of nine communities. Why do
they invest so much time on the telephone? Nationally recognized industry speaker
Bill Nye identifies these typical types of callers:
Time Saving Caller. This caller uses the telephone to save himself the time of driving
from community to community. This person wanting to save time might consider a bad
phone call a bad use of their time. They want a quick response to their question, “how
much are your apartments?” Yet as a Leasing Professional you are taught to try to
engage the caller in conversation about the apartment, the property, his needs, etc.
Consider the response, “I can tell that price is important to you, so do you mind if I
discuss our features as well as our prices?” In this manner, you are answering the
caller’s questions, but beginning to build a relationship and still control the call.
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I Don’t Trust You Caller. This caller is trying to avoid feeling the pressure to buy.
Visiting the property and being shown throughout the community gives this prospect a
sense of obligation, which they may want to avoid. At this point, start adding your
qualifying questions slowly as he or she asks their questions. Gradually you will be able
to complete your qualifying and ask the prospect to make an appointment to visit the
community.
Geographical Caller. This caller lives far away, making it impossible to come and visit
the community. Your relationship is built on total trust as you become the caller’s eyes
and ears about the apartment, the community, perhaps even the town. This caller
needs the truth about location, commuting time and neighborhoods. The best way to
earn that trust is to display knowledge about their current location. As a professional it
is important to know where your traffic is coming from, where capitals, rivers, colleges,
etc. are located for situations like this.
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National Apartment Leasing Professional
Participant Guide
Note About Disabled Callers
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Leasing Professionals may receive telephone calls from individuals using a TDD or TTY
connection. These are services that allow a caller who is voice, sight or hearing impaired
to keyboard their portion of the conversation. A “relay operator” converts the text message
into conversational English and then communicates to the person who was called.
Here are a couple of tips from the voice relay operators for your professional handling of
this type of call:
The operator will convert the typed text into conversation, but will type verbatim your
responses.
There is more time involved in waiting for the typing to occur and the response to be
registered—so BE PATIENT!
If the caller is using American Sign Language (ASL) to key, the operator may need
even more time to translate.
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The operator should be seen as an extension of the prospect. Relay operators tell us
that it is important that the Leasing Professional speak to them as if speaking directly to
the prospect—do not use phrases such as “Tell her....” In reality, you are speaking with
the prospect. Remember the relay operator is typing your response verbatim.
The caller is as much a potential resident as anyone else with whom you speak—perhaps
more so if you are patient and take the time to make a professional, caring presentation.
Objectives of Telephone Contact
Recall that your three-way objective for the leasing telephone call is to pass along
information about your community, gather qualifying information from the prospect and set
an appointment for a personal visit to your community. These objectives are generally met
through questions such as:
Who? Identify yourself and ask the prospective resident's name. You want to establish
rapport with the caller so remember to use their name once or twice during the
conversation. Be careful not to overuse it.
© 2009 National Apartment Association | Revision 0309
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
Determine who will be living in the apartment home. Establish whether the number of
residents will be in accordance with your community's policies. Ask if they will be bringing
any pets with them. If so, qualify their pets based on the number of pets, the breed, and
the size requirements established by your community.
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What? Your objective is to determine the needs of the prospective resident and paint a
word picture of the apartment community emphasizing the needs they have already
indicated .
Through general conversation, using the Guest Card or telephone script as a guide,
determine what the prospect is looking for in their new home:
- What features are important to them?
- What size apartment do they need and what size do they occupy now?
- What is their price range or monthly budget for rent?
- What community features are important to them?
- How did they learn about our community?
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You should be completing the Guest Card as you discuss these items with them so that
you can find the perfect apartment for THEIR needs. We sometimes refer to their needs as
their “hot buttons”. These are the items on which we need to focus during our presentation
of features and benefits.
When? Determine the date the prospective resident wants to move. It may be an exact
date or it may be a rough estimate. Even if the caller does not need an apartment for
several months, encourage an appointment to look at your models. Your objective is to
determine which apartments might meet the caller's needs.
Where? Find out where the prospective resident is moving from so you can help with
directions if they are from out of town. It is also useful to ask where the prospective
resident will be working. You may have other residents who work there. Transportation
may be an issue. Your objective is to be of service in the broader sense rather than just
leasing an apartment. The caller should recognize this and appreciate your help.
Why? If the opportunity presents itself, determine why the caller is moving. It may be a job
change or simply the need for more space. Your objective is to understand the specific
needs of the prospective resident so you can be of greater service. Be careful that your
request for this type of information is not perceived as snooping. Many times a residence
change is the result of some unpleasantness and you do not want to upset the caller who
is moving because of something negative.
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National Apartment Leasing Professional
Participant Guide
How much? Establish the prospective resident's rental budget, for obvious reasons. You
may already have obtained this information with an earlier question. Generally, the price
question comes up early in the leasing telephone conversation.
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Your objective at this point is to determine if the prospective resident meets the basic
selection criteria of your community and if your community has an apartment that meets
their needs. Do we have a potential match? If you don’t have a match, refer them to
another community at your company or to a different community that you know will meet
their needs.
An appointment? By now you will know if the prospective resident qualifies for your
apartment community and you should sense the degree of interest. Your next step is to
schedule a definite appointment for the caller to visit your apartment community. You may
want to break the question into small sections. Be sure to get a telephone number for
follow up. Here is an example of how to obtain an appointment with a prospective resident:
Leasing Professional: “When is a good time for you to come and take a look?”
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Prospective Resident: “This weekend.”
Leasing Professional: “Would Saturday or Sunday be more convenient for you?”
Prospective Resident: “Saturday would be best.”
Leasing Professional: ”Would you prefer morning or afternoon?”
Prospective Resident: “Afternoon.”
Leasing Professional: “Is two o'clock or 3:30 more convenient for you?”
Prospective Resident: “3:30 would be fine.”
Leasing Professional: “May I have your telephone number just in case we miss
connections?”
© 2009 National Apartment Association | Revision 0309
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Telephone Presentations
Participant Guide
National Apartment Leasing Professional
Consider this telephone script and how it fulfills the objectives of the
telephone contact:
Leasing Professional: “Thank you for calling __________.”
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– Prospective Resident: “Do you have any one bedroom apartments?”
Leasing Professional: “Yes we do! My name is Mary and you are...? Do you mind if I
ask you a few questions so I can better assist you in selecting a new apartment home?”
Are you looking for yourself or someone else?
How soon will you be needing your new apartment home?
How many will be occupying your apartment home?
How did you hear about us? (based on the source, build rapport.)
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Do you have any pets? (explain your pet policy here if necessary)
What are the three most important features you're looking for in you new home?
Why are you moving?
(If the prospect asks for the price) What price range fits your budget? (In real life,
this will probably be the first question. Respond by saying, “I'll be happy to give you
that information, do you mind if I ask you a few questions so I can give you the
price for the apartment home that best meets your needs?)
We do have a great __________ bedroom apartment home that will be available at
that time. (Describe some of the benefits of the apartment home based on what
this particular prospect may appreciate. Do not just offer a list of features.)
I’d love to show it to you, and give you a tour of our community. Would it be convenient for you to come by __________ or would __________ be better? (Offer two
options; If neither is acceptable—“When would be convenient for you?”)
May I give you directions to our community?
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Do you have Internet access? (if yes) I’d like to e-mail you a link to our Website,
where we have more information about our community. (if no) Could I have an
address where I could mail you our floor plans?
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Thank you so much for calling. I look forward to seeing you. May I have a phone
number as a contact in case we miss connections?
Thanks again and I look forward to seeing you (restate the appointment)
There are also other things to keep in mind about the initial telephone conversation:
1. Make sure you guide the conversation.
2. As you respond to questions, make sure you ask some of your own so that you are
learning information important to you.
3. Talk about a specific apartment rather than recite a range of floor plans or locations. It
makes your conversation much more personal.
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4. Elaborate on the benefits of this apartment before quoting rental rates. (People do not
care about features. They are interested in how it will benefit them.)
5. Speak positively about the rates and the unique community features that are included
in this price. Build the value of your apartment and your community.
6. Always remain pleasant even if you cannot schedule an appointment.
7. Leave prospective residents with a positive feeling. You never know when they may call
again or refer a friend. Your kindness will go a long way!
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Did You Know?
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A 2004 Telephone Performance Analysis report by CallSource, an industry provider of
distance learning, call measurement, tracking and monitoring technology and performance
management solutions, reported disappointing results in how industry professionals are
handling telephone traffic. Several problem areas include:
Name: only 46% of Leasing Professionals asked callers for their names.
Price: 67% of callers were simply told the price without any mention of apartment or
community features.
Moving: only 6% of callers were asked why they were moving.
Specific needs: just 18% of Leasing Professionals asked the caller about their specific
needs and preferences.
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Benefits: only 3% of professionals spoke about the benefits of the community amenities
while 4% spoke about benefits of the apartment homes.
Only 45% qualified the advertising source.
Only 17% directed the prospect to visit the community's Web site.
Do not let this happen to you! You can see that your attention to a professional and sincere
telephone leasing presentation will beat the odds and make you stand out in the crowd! Do
not become a statistic of poor telephone performance!
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Initial Leasing Questions
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Of all the questions that are asked of Leasing Professionals on the telephone, the initial
question is probably the most important, as it sets the tone for the remainder of the
conversation. Successful Leasing Professionals know that you should not give pricing
information the first time you are asked, but should instead, begin a dialogue with the
prospective resident that begins the relationship leasing process.
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What are the most common “initial questions” you receive at your community?
What is your typical response to these questions?
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What is the Appropriate Response to the Initial Question?
Example:
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All of these questions should be answered in the same way: with a positive, upbeat
response that assures the caller his/her question will be answered, followed by a
question.
Caller: How much are your two bedrooms?
Leasing Professional: I can help you with that. When do you need to move into our
community?
Notice how the Leasing Professional answered the prospective resident’s question, but
followed up with a question of his or her own. This technique, referred to as Q/A/Q for
Question/Answer/Question, is highly effective as it helps to gain additional information from
the prospective resident, thereby helping to build the relationship.
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This method accomplishes several things at once:
1. It deflects the price issue momentarily. Try to gather more information for your “value
building” presentation.
2. It places the Leasing Professional in control of the call (by offering to help and by
asking a question).
3. It helps qualify the caller by asking when they need their apartment home.
4. It begins the closing process with use of the “Assumptive Close”. This closing technique
assumes that the caller will be moving into the community, thus the question is worded,
“When do you need to move into our community?”
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What's Wrong with this Telephone Call?
Providing the price when asked initially by the caller does nothing to build the relationship.
Take a look at the following call scenario:
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Leasing Professional: “Good morning. Macie Manor Apartments. Thank you for calling.
This is Jenna.”
Prospective Resident: “Do you have any one bedroom apartments available?”
Leasing Professional: “Yes we do.”
Prospective Resident: “How much are they?”
Leasing Professional: “They start at $425.”
Prospective Resident: “Okay. What are your office hours?”
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Leasing Professional: “Nine to five, Monday through Saturday.”
Prospective Resident: “Okay. Thank you.”
CLICK (The Leasing Professional hangs up the telephone.)
Prospective Resident: “Wait a second..I’ve got one more question!…Hello?”
CLICK (The prospective resident hangs up the telephone.)
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How many objectives were satisfied?
What did the Leasing Professional learn about the caller’s needs in the conversation?
How could the Leasing Professional have made this call more successful?
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How often have they (participants) acted in the same fashion as the Leasing
Professional in the example?
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Remember, the key is to begin to build a relationship with the prospect!
Scenario #1
Prospect: “I was just over at Happy Hills Apartments across the street and they have a
great lap pool, tennis courts, a huge fitness center and a business center. The apartment I
saw had built-in bookshelves, three ceiling fans and new appliances. Can you beat that?”
(In this situation consider that you have less of an amenity package)
How often will you actually use the pool, tennis courts, etc?
Did I mention there's a Community Center just one block from here that you are welcome
to use?
We are really committed to serving our residents. Did you ask about their service?
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Scenario #2
Prospect: “You just quoted me a price that seems sort of high. You’re the third place I’ve
called today and there are some pretty good deals out there. Don’t you have some kind of
a special?” (In this situation consider that you have a competitive program but not the
biggest special.)
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Key Elements of a Successful Leasing Presentation
The successful Leasing Professional realizes that the leasing presentation begins the
moment the telephone is answered. The prospective resident begins to develop feelings
about the Leasing Professional and the apartment community and begins to measure these
feelings against emotional needs and wants. Remember, “People buy from people they like.”
There are three elements of an effective leasing presentation. They are highly useful in helping
Leasing Professionals organize their telephone presentations. The three categories are:
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1. Persuade: Make the caller feel important, that they are genuinely liked. How can you
persuade callers to feel important when they call your community?
2. Inform: Know your product and provide strong reasons for living at your community.
How can you convey strong reasons for living at your apartment community?
3. Enthuse: Convey enthusiasm and belief in your community. Remain prospect-oriented
at all times. How can you convey enthusiasm and belief while remaining prospect-oriented?
Remember PIE: Persuade, Inform, Enthuse.
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Closing Begins with the Telephone
Of all of the sources of traffic into the apartment community, the telephone contact is
considered the hardest to close. The prospective resident saw or heard advertisements
and is now phoning for additional information.
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While it is still somewhat unusual for a Leasing Professional to lease an apartment over
the phone, in some high demand markets this is becoming far more commonplace.
Additionally, the explosive use of the Internet allows prospective residents to be much
better informed before they ever pick up the telephone.
The successful Leasing Professional:
1. Establishes a relationship over the telephone with a prospective resident.
2. Gathers information that can be used to satisfy the needs and wants of the prospective
resident.
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3. Describes the community in words or phrases that help the prospective resident envision
the community as well as their future apartment home.
4. Looks for opportunities to “close” the telephone conversation with an appointment.
The face-to-face activities (described in later programs) provide additional closing
opportunities. But the Leasing Professional who leaves a caller with a poor impression may
not be able to create the trusting relationship so important to adding new residents to their
community.
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Other Aspects of the Telephone
Tracking Weekly Traffic
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A successful Leasing Professional keeps careful records of all traffic, studying these
records from time to time to see what can be learned from them. All successful Leasing
Professionals keep weekly traffic logs. This helps them identify the most productive
sources of traffic and suggest possible follow up activities.
Most apartment community management companies and/or owners have their own format
that they will require the Leasing Professional to complete on a daily basis. This is an
essential tool, not only for your own professional success but for the success of your
community as well.
As a successful Leasing Professional, you should make it your responsibility to know
everywhere that your apartment community is currently advertising. This way, you will be
better equipped to properly track the leasing traffic that calls, e-mails, faxes or comes into
your apartment community.
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Remember that the prospect may need guidance through this process. The easiest
response from the prospect is that they were just “driving by”. The Leasing Professional
needs to follow that statement with an inquiry about what caught their eye or why they
turned in to the driveway.
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Taking Requests for Service
One of the most important functions of a Leasing Professional is to provide service to
residents. Requests for service should not be viewed as complaints and should be
welcomed for the opportunities they provide.
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A request for service provides the Leasing Professional with the opportunity to remind the
resident that services are provided as long as they live in the apartment community. This
helps improve resident satisfaction and, therefore, resident retention.
Providing service demonstrates a caring attitude on the part of management.
Providing good service corrects a defect before it does further damage or wastes time and
money. It is especially important that calls about water intrusion and leaking are handled
quickly since mold can occur within 24-48 hours.
There are three steps to successfully responding to requests for service from residents.
They are:
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Identifying caller needs.
Resolving Problems.
Conducting Follow-up.
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Identifying Caller Needs
When a resident calls with a problem in an apartment, it is necessary for the Leasing
Professional to learn the exact nature of the problem. This may be difficult to do because
the resident may know only that something is not working or that something smells unusual.
PL
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The better the Leasing Professional knows their community and its components, the easier it
will be to understand potential problems. Be sure to get complete details from the resident
reporting the problem or requesting service. This will help your maintenance staff determine
the tools to bring and will assist in scheduling. Know what issues are given emergency status.
Information that should be obtained from the resident generally includes the following:
Resident's name
Apartment number
Telephone number at work, at home and their cell phone
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The day's date and the time of the call
Permission to enter the apartment
Whether or not the resident has a pet
Code to the intrusion alarm if the resident has an alarm system
Specific nature of the problem
Specific location of the problem
It will help to have a “Service Request” form handy so all necessary details are noted. This
also allows the Leasing Professional to review all the information with the caller before
deciding what steps to take to solve the problem. Make sure you thank the resident for
calling this to your attention. Let them know that they have done you a favor.
Caution: When handling a service request, do not fall into the trap of promising a solution
or quick attention unless you are certain your service staff can deliver. False promises can
be a large source of friction between residents and management.
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Resolving Problems
Gathering all of the relevant information about the problem will help make solving it much
easier. Sometimes you can help residents solve their own problems with regards to minor
problems in the apartment home.
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Consider the following scenarios:
Scenario #1: A resident reports a problem with an air conditioner.
Ask:
Is the thermostat set in the cooling mode?
Is the fan blowing?
Does the fan run continuously?
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Is the fan set on “automatic” or “on”?
Are the windows open?
You may suggest (or offer to do it for them) that the resident check the circuit breakers to
see if they are tripped or turn off the unit to prevent freezing. Be sure to thank the resident
for calling the matter to your attention.
How will this technique help you? Your teammates? Your residents?
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Scenario #2: A resident calls about an overflowing toilet.
Calls about an overflowing toilet should bring this response from you:
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Describe to the resident what the cut off valve looks like and its location behind the
toilet.
Ask the resident to turn this valve all the way to the right, which will stop water from
flowing through the pipes into the toilet.
Thank the resident for calling the problem to your attention and for helping to stop it
from becoming worse.
How will this technique help you? Your teammates? Your residents?
Requests to fix broken windows, lighting, exterior doors, or lock problems should be
handled immediately by the service team. You may be liable for any damage or possible
criminal act that occurs after the problem has been reported.
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Additionally, any major repairs should be handled solely by your service team. You should
not attempt to do this yourself. Your job is to effect solutions to minor problems. Ask your
management company or community owner how they would like you to troubleshoot
service requests.
If you and the resident are not able to solve the problem, let the resident know that you will
be contacting the service team. Avoid saying 'Someone will be out to make repairs
immediately’ because the resident will expect 'immediately’ and not as soon as possible.
Explain that you will submit their request to the maintenance department, which will
schedule the service. If it is an emergency situation such as flooding in a building, you
should advise the service department immediately. In the case of fire or criminal activity,
contact the proper authorities immediately. Ask your management company or owner what
constitutes an emergency at your community.
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Conducting Follow-Up
The effective Leasing Professional always follows up a request for service with a telephone
call to the resident to make sure the resident is satisfied.
PL
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It is an equally sound idea to follow up another time if the Leasing Professional sees the
resident on the grounds. Such attention reminds the resident that their problems are
important and the apartment staff is there for service requests.
Handling Irate Callers
SA
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List the most frequent causes of telephone calls from irate residents at your community:
On average, the most frequent causes of irate calls are:
While there is no good reason for tolerating an abusive caller, there are many good reasons
to empathize with a resident's situation in life. Treat the irate caller with dignity and the
Leasing Professional will be rewarded at some later date with a “Thanks!” or “I'm sorry” or
some similar acknowledgment that the caller was indeed having a bad day.
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There is a set of recommended procedures for dealing with irate phone calls from residents.
They are as follows:
Remain calm; do not let the caller's emotional state change your professionalism.
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Use the caller's name once or twice during the conversation.
Listen to everything the caller says without interruption.
Identify the problems; make sure you understand the specific concern.
Probe for additional information; you need as much information as you can obtain to
affect a solution.
Apologize for any inconvenience, real or imagined; it doesn't hurt to let the resident
know that the Leasing Professional truly regrets the situation.
Keep the voice low; do not let it escalate if the conversation gets more heated.
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Reassure the caller that everything possible will be done to solve the problem.
Follow up to make sure the resident is satisfied with the results.
Take thorough notes throughout the conversation.
Then you should solve the problem or find someone who can. In the situations where you
cannot effect a solution, the supervisor should be informed and asked to contact the
resident.
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Fair Housing Implications
All Leasing Professionals are required by law to provide equal professional services without
regard to a resident/ prospective resident's race, color, religion, sex, disability, familial
status, or national origin.
Arranging appointments;
Making callbacks;
Acts of courtesy;
PL
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The Fair Housing statutes affect such telephone presentation behaviors as:
Personal information required;
Availability of properties presented;
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Location of properties presented; and
Follow-up procedures.
Are these activities being performed without regard to the class of prospect or resident?
Are appointments made promptly for all callers? If callbacks are made on 100% of completed
service requests, it is unlikely there could be discrimination charged. If callbacks are
performed only on a sampling or partial basis, is that sampling determined in a nondiscriminatory manner? Do you extend the same acts of courtesy to all customers?
It is important that accurate records be kept for all properties and all prospective residents.
All records should be kept for at least five years.
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PL
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Leasing Professionals must know how to restrict their questions to matters relevant to
processing each applicant, being sure to uniformly ask the same questions to all applicants
in similar situations, and avoiding questions regarding whether prospective residents are
within a protected group. Be careful to avoid linguistic profiling. Linguistic profiling is a
form of racial profiling that is based not on how a person looks, but rather on how they
sound – their voices, their pronunciation, and their grammar. Research has suggested
that people are able to correctly identify with about an 80 percent accuracy the race of a
person from hearing them say “hello” or hearing them count from one to twenty. An accent
or difficulty with English should only invoke more care with the telephone presentation.
Similarly, if a Leasing Professional is asked by a prospect or resident to identify in any
manner a member or members of a protected class, he or she should politely indicate that
no such measurement or tracking occurs.
SA
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Questions such as “Do you have a lot of children living at the property?” or “Do you have a
lot of [race] living in the area?” are typical examples. Re-emphasize that all individuals
who meet or have met the property screening criteria are welcome to live at the property
and do in fact live at the property. Even if the person asking is a member of the same or
another protected class, it is still illegal and wrong to identify protected class members.
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Summary
PL
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While apartment communities may spend thousands of dollars per year in advertising
costs, the most important marketing tool any apartment community has is their telephone
and you, the Leasing Professional who takes the call. Your voice inflection, your product
knowledge, your skill in setting appointments and selling the community are all critical
elements in bringing qualified prospective residents to your apartment community.
Equally important are your skills in providing residents with top-notch customer service
when taking a request for service or answering a simple question. Compliance with the
Federal Fair Housing Act is also crucial to not only your community’s individual success,
but to the success of the apartment industry.
Remember that the telephone is not an interruption of your work—it is your work!
Exam
SA
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The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation
program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA
Web site at:
www.naahq.org/education
You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
For more detailed information on the exam and to download the Candidate Handbook,
please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
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Leasing and the Internet
Leasing and the Internet
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
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Copyright © 2011 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate,
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Table of Contents
5
Course Objectives
6
Introduction to Leasing and the Internet
The Internet
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Online Marketing
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Message to Apartment Leasing Professionals
7
8
10
The Internet Prospect
11
Multi-generational Renters
12
The Guest Card
13
Tracking Internet Traffic
14
Leasing Tools
17
Sample Monthly Lead Report
19
Maximizing Online Advertising
20
Social Media
21
Promoting The Web Address
26
Telephone Prospects and the Internet
27
Responding to Internet Leads
29
Electronic Leasing
32
Electronic Leasing and Fair Housing
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33
E-mail and the Do-Not-SPAM Regulations
34
Addressing E-mail
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E-mail Etiquette
37
E-mail Signatures
38
E-mail Activity
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E-mail for Follow-Up Purposes
42
Web sites of Interest to Multifamily Professionals
42
Summary
52
Examination
53
Internet Glossary
54
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Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
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It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
This is one of a series of eight courses of the National Apartment Leasing Professional
(NALP) designation program. The other courses are:
1. Keys to Success in Leasing
2. Telephone Presentations
3. Leasing and the Internet
4. The Leasing Interview
5. Leasing Demonstration & Follow-Up
6. Rental Policies and Procedures
7. Legal Aspects
8. The Market Survey
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association, or contact NAAEI at 703/518-6141.
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Course Objectives
At the end of this course, students will be able to:
Recognize the various functions of the Internet
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Describe the demographic characteristics of a prospective Internet resident
Effectively track the source of an Internet lead as well as how to record an Internet lead
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Improve online advertising and the quality of a community’s online message
Utilize the Internet while working with a prospective resident on the telephone
Close leasing leads using the Internet
Learn how Fair Housing laws affect electronic leasing
List ways to effectively utilize e-mail for communication with prospective and current
residents
Access Web sites designed for the Leasing Professional
Understand the importance of marketing their communities online
See how social media has become a viable marketing source for communities.
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Introduction: Leasing and the Internet
E
Just as the role of leasing professionals has become more complex over the years, today's
consumers are more time starved than ever before. One of the biggest changes to the
apartment industry is the use of the internet in leasing and marketing communities. Our
customers have even less free time and want to be able to research our communities and
find all the information they are looking for online. Communities today receive a tremendous amount of qualified prospective residents from the internet. Through the unlimited
number of internet listing services (ILS), social media and review sites this is possible.
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Leasing Professionals therefore use this information from the Internet to follow up with
prospective residents, stay in touch with current residents, research competitors and
research changes that affect the multifamily industry. Our furure renters have the expectation of find all the answers to their questions with the click of a button. More and more
prospects are filling out applications online before even stepping foot in the doors of our
communities. We have the internet to thank for this.
Some interesting facts about the Internet:
New Internet users come online every two seconds.
In just five years the Internet had 50 million users – radio reached that number after 38
years and television 13 years.
If stranded on a desert island, two thirds of individuals surveyed said they would rather
have Internet access than a telephone or a television.
In 2008, 65% of Americans used the Internet.
There are now over 175 million users. There are an estimated 30 million users searching the real estate Web sites. By 2013, an estimated 221 million people will be online,
nearly 70% of the population.
Nearly 33% of men and 25% of women spend more than three hours of their day on
the Internet while at work.
One of the fastest growing segments of the Internet are social networking sites such as
Facebook, MySpace, Twitter, YouTube, LinkedIn and so on. Therefore, these are viable
resources for attracting potential residents.
Over 5 billion people are on the internet each day.
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The Internet
Types of Internet Sites
Internet Listing Services
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Online Locators
Property Web sites
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Management Company Web sites
Classified aggregators
Portals
Association & Trade Organization Web sites
Social Media Web sites (Twitter, Facebook, MySpace, LinkedIn, etc.)
Instant Messaging / Chat Rooms
Blogs
Internet Listing Services (ILS) offer companies a marketing tool for their communities by
serving as an electronic apartment search tool, in addition to print apartment publications.
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Fill in the blanks while the instructor leads a discussion.
A well-designed Internet ad carried by an ILS offers the following:
1. The ability to reach people both
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2. The ability to reach more people since ILS’s purchase “
hit by the major search engines such as Google and Yahoo.
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3. The ability to instantly make changes to the ad
information fresh with the ability to highlight specials and current pricing.
4. The ability to showcase all of the property
5. Access
”
, keeping
and floor plans.
a day, 7 day a week virtual leasing office.
6. Flexible product options that can include
and their property-specific Web sites.
7. Ease of tracking
to companies
by specific ILS source.
Visits to apartment search sites tripled from 2004 to 2007. On average, users hit 3 to 5 of
the major ILS’s in their apartment search. Major sites and/or members of the NAA National
Suppliers Council include:
Apartments.com
Apartmentfinder.com
Forrent.com
mynewplace.com
Apartmentguide.com
move.com
Rent.com
craigslist.org
Moveforfree.com
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Online Marketing
49% use the Internet.
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J. Turner Research, a leading marketing research company for the apartment industry,
completed a survey of over 27,000 prospects. The study revealed that respondents used
the following top three sources to research apartment information:
14% were referred by another person (friend, co-worker or family).
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12% referenced a print publication
Standard ads on ILS sites can range from $150-$250 per month, depending upon the
options chosen for the ad. Virtual tours and other add-ons increase costs, and may make
for a more impressionable ad. Standard ads in a print guide average $700-$1,300 per
month. Costs vary with the size of the ad, number of pages, color, and so on.
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The Internet Prospect
In 2009, the U.S. Internet population will grow to nearly 200 million users, or 65% of the
total population. By 2013, 221 million people will be online, nearly 70% of the population.
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The National Multihousing Council (NMHC) reports that 88% of apartment residents say
that, if they were given the option, they would use the Internet to look for an apartment and
fill out an online application – all before visiting the community.
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1. What does this tell you about Internet advertising?
2. Describe today’s renters:
3. What is a “lifestyle” renter?
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Multi-Generational Renters
Who are today’s renters? Based on the descriptions below, describe what would appeal to
the corresponding demographic:
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1. Millenniums – Teens to late 20’s. This group makes up 20% of Internet users. They are
the largest population in U.S. history. Millenniums are tech savvy.
2. Generation X – 30's to 40's. This group makes up 37% of Internet users. They are
honest, straight forward and are looking for work/life balance. Xers seek value.
3. Baby Boomers – 40’s to 60’s. This group makes up 45% of Internet users. They have
high standards, are price sensitive, and are parents of potential renters.
4. Immigrants and first generation Americans. The largest demographic increase is
Hispanic and Asian. The increase in renter households will be 1.8 million by 2015.
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The Guest Card
Activity: Update Guest Card
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As our prospect changes, we must respond in terms of the tools we use to support
and enhance the experience of the prospect and the professionalism of the Leasing
Professional. One of the most important and basic tools in a “toolkit” is the Guest Card.
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Knowing that today’s renters have greater demands on their time than renters of five years
ago, it is important to determine whether this information on the Guest Card is sufficient for
developing a relationship with a prospective resident?
Directions: What would you change on this Guest Card to make it more effective?
Date:
Time:
Name:
Address:
Address:
City:
State:
Zip code:
Size apartment needed:
Number of occupants:
Pets:
Breed:
How did you hear about us? Please choose one of the following sources:
Apartment publication
Newspaper
Referral
Internet
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1. What changes would you make to the Guest Card?
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2. How do you feel about asking prospective residents for additional information?
3. Describe how you would ask a prospect for additional information.
Tracking Internet Traffic
One of the greatest challenges to owners and managers is ensuring that employees are
tracking leasing traffic effectively.
Lead Tracking
Record phone calls: When someone calls in, put it into a calendar to follow-up within
24 hours and it pops up to remind you (can integrate with Microsoft Outlook). Use the
calendar system in Lead Tracking.
Use it as a tracking system: How many leads from what sources, how many tours,
and whether prospects rented.
With all of the internet ads' we use, there are also products that help us update and
track content changes (like pricing and pictures.) Rent Sentinel is one company that
offers a product like this. This program is also used to post and track ads on craigslist.
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Answer questions 1–4 below. Be prepared to share your answers.
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2. Why is “Internet” an insufficient category?
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1. In what ways did you improve the Guest Card for tracking purposes?
3. Why is “apartment publication” an insufficient category?
4. Where else might prospective residents find information about a community on the
Internet?
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A better option than simply listing “Internet” would be to list the sites where the community
is featured:
apartments.com
move.com
apartmentguide.com
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rent.com
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mynewplace.com
apartmentfinder.com
craigslist.org
community Web site
company Web site
online publications
Be absolutely certain you know where Internet ads are located. Be prepared to ask the
prospect which ad was seen on the Internet. Guest Cards and traffic logs should be updated
to reflect all online sources the community is using. Update sources on computer software
utilized for tracking, if applicable.
Reconfirm the source with a quick, “So you saw us on the (NAME OF THE WEB SITE)
Web site?”
Most Internet prospective residents will contact a community via e-mail or fax. These
should be recorded on daily traffic logs as inquiries, much like a telephone call or a
walk-in.
Inform Account Executives working at ILS’ to send leads by both e-mail and fax. This is
especially important if the Leasing Professional shares a computer or does not have
easy access to check leads.
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Leasing Tools
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It may be difficult to determine which Internet site a prospective resident viewed prior to
making contact with a community. Online apartment publications are eager to assist in the
tracking of Internet prospective residents to a community. Most offer tools such as leasing
books, copies of advertisements (also known as screen shots) and ad display stands to
assist Leasing Professionals in tracking the source of the Internet lead.
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An additional tool now available through online apartment publications is a toll-free 800
number to further assist tracking efforts. This number is assigned to a specific online
advertisement and is tracked monthly by the online apartment publication. Some
apartment management companies track this information as well.
Each online apartment publication provides reporting to each community, highlighting the
number of leads delivered to each property via phone, e-mail and fax. This report serves
as a reference to compare with internal tracking systems.
To better understand tracking tools, Leasing Professionals should understand how a
prospective resident searches an online apartment publication site. While some sites differ,
most sites allow prospective residents to search by specific criteria such as:
Location: Prospective residents begin their search by state then narrow it down to a
specific region, then to a particular city.
Size: Typically, this is categorized by the number of bedrooms and bathrooms, not
square footages.
Price: Most sites allow for prospective residents to input price ranges rather than
specific prices.
Apartment home amenities: This allows the prospective resident to specify items they
desire inside the apartment home, such as a dishwasher, central air conditioning,
fireplace, and also whether or not pets are allowed.
Apartment community amenities: This allows the prospective resident to specify items
desired in the apartment community, such as a pool, wheelchair accessibility, or covered
parking.
Alphabetical: This allows the prospect to look for a specific apartment community by name.
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Once a prospective resident enters apartment criteria, the online publication searches for
apartment homes that match the chosen criteria. A list of communities that meet the
established criteria is then displayed. The prospective resident then selects which
communities to view in detail on the apartment publication’s Web site.
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Each month, companies such as Apartments.com provide clients with a report, such as the
one illustrated on the following page, showing the results of those searches that matched
your community. This report is critical in determining whether or not the online apartment
publication is successfully sending prospective residents to the community. Matching the
monthly reports with the community’s traffic logs also helps determine the accuracy of
tracking traffic that visits a community.
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Sample Monthly Lead Report
From online apartment publication, Apartments.com:
Sunshine Properties
This is the number of times your
community met the prospect’s
search criteria such as price,
amenties, etc.
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Monthly Activity Report
Sunrise Properties
1020 Sunshine Ave.
Any City, ST, 60606
FAX: 312-651-2622
To:
Property Manager
Apartments.com is pleased to present the activity report on
your Apartments.com advertisement. The following information
was recorded in our database from June 01, 2009 to June
30, 2009.
Apartment Prospects Viewed:
Your community in the Search Results page: 123 times
Pages of your community’s advertisement:
501 times
624 times
Apartment Prospects Contacted You Through
Hot Leads:
Via fax or e-mail
20 times
Via your toll-free number 25 times
45 total leads
Please contact our Customer Service department at
888-658-RENT with any comments or questions you may
have regarding your Apartments.com advertisement.
Sincerely,
Apartments.com Customer Service
Since your ad generally has
several pages, this number
indicates that a large number of
individuals not only saw your ad,
but looked at it in depth.
Requests for additional information
are generally sent via fax or e-mail
This represents the total number of
e-mails and faxes you received for
the month.
Most online apartment publications
provide your community with a
toll- free number for prospects.
This number represents the
number of calls you received on
that toll-free number.
This number represents the TOTAL
number of leads you received at
your office from your online
advertisement.
Note: If a community is listed with one of the online locator services, it is important to list
the service under the “Internet” section of the guest card. Get updated lead report.
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Maximize Online Advertising
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One of the distinct advantages of advertising on the Internet is the ease with which one
can change advertising. No other advertising medium can be adjusted so quickly in
response to shifts in the market. Unlike print media, online advertisement can be updated
daily to meet the needs of a community.
Review ads often to ensure accuracy and update as needed. Consider the following
features in an ad:
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Pricing: One of the most important items to include in the ad. Properties that provide
pricing receive significantly more traffic than those without actual prices.
Amenities: List all significant amenities; people use key words to search – i.e., prospect
looks for all properties with “cable TV.” If the amenity is not listed, it will not be included
in the customer’s search.
Floor Plans: Showing all floor plans is very important information to include in a listing.
Include number of bedrooms and bathrooms, square footages, and individual room
dimensions.
Photographs: Include fresh updated photos to receive better results. Photos should
represent your communities in the best possible light. Think about what the prospect
would like to see. Carefully select the “main photo” as it is the first to grab the prospect’s attention. Theses should be updated regularly—at least annually. Some ILS
vendors offer these services for free and some will even give you the photos to use on
your properties site or other marketing material.
Ad Position: ILS’s offer a variety of rate structures. Consider paying the extra rate for
premium placement of ads. This allows the advertiser top placement in all searches for
which a community qualifies. Studies have shown that if the ad appears on pages 1-3
in a search, the customer is more likely to see it.
Virtual Tours: Apartment shoppers look at virtual tours. Include amenities (indoor and
outdoor) as well as model interiors.
Online Specials and Promotions: Choose a hard-to-rent floor plan and feature it in the
ad. If offering any move-in specials, i.e, “no application fee,” include that information as well.
Enhancements: Consider using banners, 3-D floor plans, cyber-furniture to get even
more attention from tech-savvy renters.
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Maps and written directions: Should be included in online ads. In addition, consider
adding a mapping feature.
Toll-free number: Consider adding a toll-free number for convenience to the prospect
and as another method of tracking traffic.
Community Web site
Marketing Binder – A binder that demonstrates all aspects of the community should
contain sample advertisements from the Internet.
Organize Internet marketing efforts.
Internet Section of the Marketing Binder.
Scheduling and updating marketing calendar.
List of all the sites where the community is advertised.
List of all user names/passwords.
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Best Practices for ILSs and Community Web sites
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Web sites and how they work:
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Pay per performance/pay per lease (rent.com).
Pay per lead (mynewplace [or subscription], apartmentsplus through apartments.com,
apartmentmarketer).
Social Media sites.
Subscription Listings: apartments.com.
Rentwiki/Yelp/apartmentratings.com.
Classifieds – using postlets as well.
RSS Feeds – apartments.com feeds out to many sites.
Social Media
Social Media or “content marketing” is quickly becoming the forefront for many communities marking efforts. Social Media sites are interactive real-time sites for residents, prospects merchants and even vendors to reach your community. Using social media to attract
future resident and retain your current ones is an amenity you can’t afford to ignore. This
platform gives your residents a place to go to interact and engage with our communities
like never before. If used appropriately, social media can help build a stranger community.
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Social Media (continued)
Comparable to sites like apartment ratings, where residents can post personal reviews of
your community, social sites can also give a sense of how interactive and responsive your
community is. For prospects looking for a new home, researching your community through
these sites can give them a whole new level of insight.
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Some Social Sites Include;
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Texting is also becoming more and more commonplace and popular in many offices.
Google now offers a free texting service, Google Voice. Even if you don’t offer this service,
it you want to see if it would be a good investment for you. Add texting to your resident
contact sheet used at renewal or move-in and ask for their preferred method of contact.
• Facebook.com
• Twitter.com
• Community Blogs (sites such as Wordpress or blogger)
• Foursquare.com
• Linkedin.com
• Google Plus and Google Voice
• Yelp.com
With more and more communities embracing the social sites here are a few
recommendations:
• Keep it fun and interactive. Asking open ended questions, where no
answer is incorrect, is a great way to build your fan base.
• Post regularly!
• Don’t repeat the same information on every social site. It is important to
make posts unique.
• Add social logos to everything including business cards, brochures,
flyers and other handouts. You want everyone to know you are
connected.
• Get creative. Social media is not the place for the traditional marketing.
From picture or video contests to random drawings, your fans will love
visiting your page when you keep them entertained. Prizes can be from
a small $5 gift card to more extravagant gifts like a computer or iPad.
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“One community on Facebook posted all the funny holidays on their page like National Ice
Cream day and would ask a question related to that. They even posted National Smile
Day then said the first person to post a picture of them smiling would win a prize. Within
minutes they had five fans upload a picture of them smiling.”
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Social Media Statistics
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• Facebook has over 800 million active users
• Over 50% of these users login everyday
• The average Facebook user has 180 friends
• The Average Facebook user is connected to 80 community pages, groups and events
• Today there are over 168 million active blogs
• Each day over 140 million “tweets” are posted
Exercise – Dealing with the “dark side” of Social Sites
Social media marketing has rapidly become one of the fastest growing advertising outlets in
the multi-family industry. The most unique feature of this type of marketing is that it is an
open forum for our fans. Consumers today want to be heard, so it is important that we are
listening. This means we must be prepared for the good and the bad.
Whenever we read a negative comment (review) about our communities online we immediately want to deny or if possible even delete the remark. This should not be the case when it
comes to social media. We should prepare ourselves and know how to deal with these types
of situations. Look at these situations as objections and an opportunity to overcome the
situation and turn it in to a positive one. Our fans our real and so are these situations. Take
the good with the bad.
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Read the following Facebook post and discuss what you would do
in response.
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Happy Lane Apartments has recently switched water billing companies and found out that
the previous company was not keeping up with the water rate changes. The first bill the
residents received from the new company reflected the new rates and was drastically
higher. Many residents were upset and some even decided to voice their anger on
Facebook.
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Here is a post from a resident. After reading please write what you would do once you
notice this post on your community page.
Unhappy Resident
What's up with my water bill being over twice as much as every other month? Is
anyone else having this issue? I called the water company and they told me they
were just the billing company. I think it is unfair I'm paying double on my water bill
because Happy Lane Apts decide to change water companies.
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________________
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Future Resident
I just came into your community yesterday looking for a two bedroom and was told
it was renting for $899. I was looking on www.rent.com and they were listed as
$800. So what the real price?
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_______________________________________________________________________
_______________________________________________________________________
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_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
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Promoting the Web Address
Sample custom Web addresses may include:
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Regardless of whether an apartment community has its own Web site, there can still be a
unique Web address. The addresses below can be provided to communities by the online
apartment publications. Generally they are a combination of the online publication’s
address and a series of words or numbers.
- Apartments.com: www.apartments.com/yourcommunityname
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- Apartmentguide.com: www.apartmentguide.com/yourcommunityname/phonenumber
If a community has its own Web address, it will generally be listed as follows:
- www.yourcommunityname.com
Print Material: Add Web addresses to all property print materials, such as brochures,
business cards, stationery, flyers, mailers, newsletters and fax cover sheets. Many of
the online apartment publications will provide stickers of the unique Web address with
their service for a community’s use until collateral materials can be reprinted.
Voice Mail: List Web addresses on outgoing voice mail message. Inform callers that
they may take an online tour of the community by visiting the Web address.
Telephone Listings: Instead of listing street addresses in the White and Yellow Pages
listings, consider listing Web addresses.
Newspaper Liner Ads: Run small liner ads in the local newspaper listing the Web
address. The small ads are inexpensive and effective.
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Tracking the updates to the Web sites
Vaultware to update ILS's: reinforces, updates and improves data on multiple sites,
and moves up marketing mix.
Google the community once a month.
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After making updates, go online and review from the client's perspective; read, and
proof the Web site.
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Telephone Prospects and the Internet
Use the Internet to close prospective residents while speaking to them on the telephone.
Ask the prospective resident, “Are you at your computer?”, “Do you have access to your
computer?”, "Are you familiar with our Web site?”, "I can show you floorplans right now…”
If the answer is yes, direct the prospective resident to the community’s Web site or unique
Web address from online advertisements. Often, the prospective resident will be able to
access the Web site while on the phone with you. If so, virtually demonstrate the apartment
home over the telephone. If the prospective resident does not have Internet access
immediately available, ask them to jot the Web address down for future reference so they
may see more of the features and benefits of your community. If the community uses
social media Web sites, direct prospects to those in addition to the property’s Web site.
Use all Internet sites as selling tools.
If the prospective resident does have access to the Internet, provide them with some
additional Web sites to assist in their move.
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Take notes as the facilitator provides an explanation of each item:
1. How to respond to phone and e-mail leads.
2. Why/how Internet leads are different from other sources.
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3. Tips for phone leads.
4. Tips for e-mail lead responses.
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5. Information response rates.
Moving Sites:
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www.movingcenter.com
www.apartmentmoves.com
www.monstermoving.com
www.moving411.com
Local/City Information:
- www.digitalcity.com
- www.citysearch.com
- www.chamberofcommerce.com
Change of Address:
- www.usps.com (United States Postal Service)
Change of Address/IRS:
- www.irs.gov (Internal Revenue Service)
Contact your local Chamber of Commerce for their Web address so that you may offer it
to prospective new residents, or go to www.chamberofcommerce.com.
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Responding to Internet Leads
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Internet prospective residents are highly motivated when they contact an office, either by
phone, e-mail, fax or personal visit. Yet a surprising 70% of online leads are never contacted!
The following steps will help ensure that the Internet prospective resident is receiving the
attention he expects and deserves.
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1. Most Internet leads received whether via phone, fax or e-mail are generally made by
prospective residents WHO ARE STILL ONLINE.
2. When an Internet lead is received via e-mail, it will arrive minutes after the prospective
resident has toured the community online.
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3. Respond to Internet leads immediately.
4. Because prospective residents have already toured your community and viewed
information online (featuring photos, floor plans, virtual tours, prices, benefits, and
amenities), these individuals are extremely knowledgeable about your community.
5. Internet leads that visit your community are highly qualified.
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6. Mastering the art of e-mail sales is critical in leasing to the Internet prospective
resident.
7. Have marketing collateral in PDF format.
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Electronic Leasing
E
Thanks to ever changing technology, it is now possible for a prospect to access a propertyspecific Web site or even ILS ad, view the property, select a floor plan, view the site plan
with available units identified, select a unit, complete an interactive application, remit
application fees and deposits via credit card payment and virtually lease an apartment
online.
Companies are offering real time availability so that prospects can actually see what is
available to rent. Here is how it works:
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Once a prospect is interested and ready to begin the reservation process:
1. Information about availability is pulled from a community’s property management
database through its property software program;
2. The prospect views the site plan and decides on a particular floor plan;
3. An application is completed by the prospect;
4. A small screening fee must be paid electronically by the prospect who then waits for
approval; and
5. Once approved, the unit is automatically removed from inventory and placed on hold
until the prospect and the Leasing Professional meet and either sign the lease or
decide they are not a match.
The Leasing Professional remains a vital element in successful leasing as the prospect
finally visits the property to complete the screening process, view the property and either
sign the lease documents or conclude that the property does not meet his needs. Most
experts agree that unless a market is in extremely high demand, most prospects will
conclude their leasing while visiting the property. Issues or more specific questions
can be answered and explored by an informed and motivated Leasing Professional.
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Electronic Leasing and Fair Housing
Every inquiry received electronically must be handled in a consistent manner. The Leasing
Professional should always follow specific written policies for:
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response time
response content – prepared message
follow-up – when, how
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response method – phone, e-mail, fax
E-mail Etiquette
Fill in the blanks below.
When using e-mail with prospects or as a marketing tool:
1. Always use
before sending the communication.
read the e-mail to ensure it conveys the message
2. Ask
you want in a professional manner.
3. When using the “
from the prospect is included.
” feature, be sure the original e-mail
for recurring occasions, such as: staying in touch
4. Create
with a prospect who did not lease; congratulating a prospect that leased elsewhere; and/
or thanking a new resident for his business or referral.
5. Send prospects your electronic
© 2011 National Apartment Association | Revision 1211
as a way to stay in touch.
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E-mail and the Do-Not-Spam Regulations
The new law requires these e-mails to include:
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In December 2003, a law, “Controlling the Assault of Non-Solicited Pornography and
Marketing Act,” or CAN-SPAM, went into effect. It affects all businesses that conduct
marketing via e-mail, including apartment communities.
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Identification as advertisement – there must be clear and conspicuous identification
that it is an advertisement, unless the recipient gave the sender prior permission to
receive the e-mail.
“Opt-Out” language – the e-mail must give recipients the opportunity to “opt out” of
getting further e-mails. This wording must be conspicuous and in the body of the
e-mail. Usually this information will be given with an e-mail address to which the
recipient can send the message.
A valid return e-mail address and a valid physical postal address.
The e-mail must NOT include a “materially false identification.” That means the
e-mail’s header cannot misidentify the e-mail’s sender or include any information that
might mislead the recipient. For example, the e-mail subject line cannot say, “you have
won a prize” if the e-mail is simply promoting your community.
Leasing Professionals should ensure that e-mails are in compliance. The Federal Trade
Commission enforces the law and related penalties.
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Addressing E-mail
To: The address of the person to whom the e-mail is being sent. A proper e-mail address
appears something like this: name@nameofcompany.com
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Carbon Copy (CC): If you would like to copy someone else on the e-mail, this is where
his or her e-mail address is listed. The original recipient will see the address of the cc’d
recipient.
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Blind Carbon Copy (BCC): If you would like to cc someone without the original recipient’s
knowledge, use the blind cc function. This generally goes in the same box as the CC does.
Your e-mail program will have instructions on how to blind cc an e-mail.
Subject: This is basically the “title” of the e-mail. A few guidelines to follow include:
Always use a subject line. You run the risk of your e-mail being deleted without one.
Be brief (many e-mail services will shorten or truncate long subject lines.) Be clear.
Do not worry about using complete sentences in the subject line – as long as you
convey the topic of the e-mail, complete sentences are not necessary.
Do not begin an e-mail in the subject line. Use the subject line to inform the recipient
what the e-mail contents are all about.
Try to be innovative, but still identify yourself so your message does not get deleted
without being read because it is not recognized.
Tools: Different ways to distinguish your message.
Time-critical messages should begin with URGENT in the subject line.
Example: "URGENT! Move in date changed." Non-urgent messages can be labeled
FYI. Example: "FYI – Your new carpeting."
Responses to requests for information should be labeled as such.
Example: "Information requested."
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National Apartment Leasing Professional
The Message
The message should be brief and clear. Try not to exceed 20 lines of text as a rule of
thumb.
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If the prospective resident has provided his or her full name in their e-mail to you, use a
salutation at the beginning of the message, Dear Mr. ____ , just as you would in regular
correspondence. If no last name is provided, the use of the first name is acceptable. If the
e-mail is unsigned, use a simple greeting, such as, “Thank you for your inquiry about our
community.”
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When answering a request for specific information, it is best to quote the original question
in the return e-mail. For example, a prospective resident writes asking if a two-bedroom
apartment home is coming available. If there is one coming available and you simply send
back a reply stating “Yes,” you run the risk of the sender not recalling what s/he had asked
of you. You may also reply directly by pressing the “reply” button.
If the original e-mail asked:
"Do you have a two-bedroom apartment home coming available next month?"
Reply with:
"Yes, we will have a first floor two bedroom with a view of the pool available next month."
The recipient will know exactly to what question you have responded.
Etiquette Tips:
Utilize the spell-check feature on the e-mail system.
Check for grammatical errors.
Avoid using emoticons, also known as smileys, in business correspondence.
Sample emoticons: :) (Smiling face) :( (Frowning face) ; ) (Winking face)
DO NOT USE ALL CAPITAL LETTERS. THIS IS EQUIVALENT TO SHOUTING AND IS
CONSIDERED VERY RUDE!
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No inappropriate jokes, clip art or cartoons.
Ask two or three basic questions to encourage a response to your e-mail and an ongoing
exchange with the prospect.
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Mention prices and specials.
Point out unique features of the community.
Always thank the customer for their inquiry, and offer further help or information if needed.
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Include an office telephone number and e-mail for the customer’s ease in following up
with you.
Suggest a couple of appointment times, creating an urgency to visit soon.
E-mail Signatures
Professional e-mails should contain what is known as a “Signature” at the end. A typical
signature includes name, title, company, and any contact information that you deem
appropriate, such as telephone and fax numbers. This information should be included as a
courtesy to the recipient so that he/she can easily identify and contact you should additional
information be required. Signatures should range from five to seven lines.
When recorded in the Signature Picker area of Microsoft Outlook e-mail, it will
automatically appear on each e-mail. Most companies have strict rules about signatures.
Example:
Create your own signature below:
Sally A. Jones, NALP
Leasing Professional
Westchase Manor
1234 5th Avenue
Someplace, MP 00001
111-222-3333 Phone
444-555-6666 Fax
E-mail: sally@westchasemanor.com
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National Apartment Leasing Professional
E-mail Activity
Instructions:
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You are the Leasing Professional for Waiting List Way Apartments. You have received
three different e-mails, listed on the following pages. Using the guidelines that have been
discussed for e-mail, respond to the e-mails. Pertinent information about your community
is listed below:
Two bedrooms range from $825 - $1000, plus gas and electricity.
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Approximately 750-950 square feet in size.
There is a pool and a tennis courts.
Two cats per apartment are allowed, with a pet deposit of $500 – per pet – (half
non-refundable).
Additional charge of $10 per month, per cat in pet fees.
Pets must be spayed or neutered and declawed.
The application fee is $25.
The security deposit is $300.
Open Monday-Friday from 9am -6am and Saturday and Sunday from 10am -4am.
There is a two-bedroom model apartment to show.
There are several two bedrooms coming available in 60 days.
Service requests are accepted via e-mail from residents.
Your e-mail address is name@propertyname.com.
The community’s telephone number is 123-456-7890.
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E-mail #1
From: SJD@ineedahome.com
RE: Apartment information
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To:
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Please send me any information you have on two bedroom apartments. I need something
in approximately two months.
CC:
Subject:
Message:
What else will you do with this e-mail to make certain that it is as professional as possible?
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E-mail #2
From: catscatscats@catluvrs.com
RE: Pets
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To:
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Do you allow pets at your community? What is the deposit? What are the fees? Do you
have a limit on how many I can have?
CC:
Subject:
Message:
What else will you do with this e-mail to make certain that it is as professional as possible?
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E-mail #3
From: John@brokensink.com
RE: Drippy faucet
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To:
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My kitchen faucet is dripping badly. Can you guys come and fix it? I’m in Building 1385,
Apartment 301. You can come in anytime today.
CC:
Subject:
Message:
What else will you do with this e-mail to make certain that it is as professional as possible?
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National Apartment Leasing Professional
E-mail for Follow-Up Purposes
An extremely cost effective way to follow up with any prospective resident is through
e-mail. If you have obtained the prospective resident’s e-mail address when completing
the Guest Card, you will be able to send follow-up e-mail.
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If you are using an Auto Response with your ILS, be sure to customize it and keep it fresh.
The auto response is activated with every inquiry so be sure it attracts the online shopper
to your property. Always include your name, telephone number, e-mail address and office
hours in the Auto Response.
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NAA National Suppliers Council (NSC) Web sites of Interest to
Multifamily Professionals
Access Control & Gates
Ancillary Income (cont.)
Community Controls
www.communitycontrols.com
Coinmach Corporation
www.coinmach.com
Global Gate Controls, Inc.
www.globalgatecontrols.com
Guardian Water & Power®
www.guardianwp.com
Kwikset/Price Pfister
www.kwikset.com
NWP Services Corporation
www.nwpsc.com
Network Multifamily Corporation
www.networkmultifamily.com
Valet Waste, Inc.
www.valetwaste.com
Ancillary Income
Animal Waste Removal
AMG Managed Services
www.expertamg.com
Dogipot, Inc.
www.dogipot.com
Appliance Warehouse of America, Inc.
www.appliancewhse.com
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Billing and Collections (cont.)
Appliance Warehouse of America, Inc.
www.appliancewhse.com
National Credit Systems
www.nationalcreditsystems.com
AZUMA Leasing
www.azuma.com
NWP Services Corporation
www.nwpsc.com
Appliances—Purchasing
RentDebt Automated Collections
www.rentdebt.com
ResidentCheck
www.residentcheck.com
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Appliance Warehouse of America, Inc.
www.appliancewhse.com
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Appliances—Leasing
GE Appliances
www.GE.com
Maytag/Whirlpool
Commercial Laundry
www.whirlpoolcommerciallaundry.com
Sears Commercial
www.commercial.sears.com
Billing and Collections
Associated Credit & Collection Bureau
www.accbi.com
Fair Collections & Outsourcing
www.fco.com
LexisNexis Resident Screening
www.residentdata.com
Studebaker Submetering
www.studebakersubmetering.com
Business Forms, Graphics and Signs
Great American Property Management
Products
www.gabpproperty.com
Peachtree Business Products
www.property.pbp1.com
Call Services
Hunter Warfield Inc.
www.hunterwarfield.com
Apartment Lines Answering Service
www.apartmentlines.com
ista North America
www.ista-na.com
Planet Telecom
www.planetele.com
Kimball, Tirey & St. John LLP
www.kts-law.com
Who’s Calling
www.whoscalling.com
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Environmental
Armstrong Cabinet Products
www.armstrong.com
Arborwell
www.arborwell.com
Vima Décor, LTD
www.vimadecor.com
Financial—Insurance and Risk Management
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Cabinets, Countertops and Vanities
BELFOR USA Group, Inc.
www.belfor.com
Insuramax, Inc.
www.insuramax.com
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Construction Services—Emergency
Assurant Specialty Property
www.assurantrentersinsurance.com
Construction Services—General contractor Renters Legal Liability LLC
www.rllinsure.com
ZMG Construction
WorldClaim Global Claims Management
www.zmgconstruction.com
www.worldclaim.net
Construction Services—Renovation
Financial—Resident Insurance
All Nation Renovations, Inc.
Bader Company
www.allnationrenovation.com
www.baderco.com
Instar
First Advantage SafeRent
www.instarservices.com
www.FADVSafeRent.com
Laser Services
LeasingDesk Insurance Services
www.lasersupply.com
www.LeasingDesk.com
NRI Construction, Inc.
Financial—Security Deposit
www.nriconstruction.com
Paramount Services, Inc.
www.paramountserv.com
SureDeposit
www.suredeposit.com
SageWater—A Division of Plumbing Express
www.sagewater-usa.com
Fitness Equipment
Vima Décor, LTD
www.vimadecor.com
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Johnson Health Tech NA
www.visionfitness.com
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Participant Guide
Group Purchasing (cont.)
NAMCO Manufacturing
www.namcomfg.com
Professional Apartment Services
www.professionalapartmentservices.com
Mohawk Industries
www.mohawkflooring.com
Industry Research—Resource Publications
Sherwin-Williams
www.sherwin-williams.com
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Flooring—Carpet
YieldStar
www.mpfresearch.com
Insect Control Products and Services
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Venturi Technologies Inc.
www.venturiclean.com
Bayer Environmental Science
www.backedbybayer.com
Furnishings
Brook Furniture Rental Inc.
www.bfr.com
Orkin Commercial Services
www.orkincommercial.com
Key Control
CORT
www.CORT.com
HandyTrac Key Control
www.handytrac.com
Furniture—Interior
University Furnishings
www.universityfurnishings.net
Furniture—Pool/Patio
Grosfillex Pool Furniture
www.grosfillexfurniture.com
KEYper Systems
www.keypersystems.com
KeyTrak Inc.
www.keytrak.com
Laundry Services
Group Purchasing
Coinmach Corporation
www.coinmach.com
AMG Managed Services
www.expertamg.com
Mac-Gray Corporation
www.macgray.com
Buyers Access
www.buyersaccess.com
Speed Queen
www.speedqueen.com
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Maintenance—Plumbing (cont.)
Water Systems, Inc.
www.watersystems.com
Kwikset/Price Pfister
www.pricepfister.com
Mailboxes
Marcone Supply
www.marconesupply.com
Atlanta 100
www.atlanta100.com
Roto-Rooter Inc.
www.rrsc.com
SageWater—A Division of Plumbing Express
www.sagewater-usa.com
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Auth-Florence Manufacturing
www.auth-florence.com
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Leak Detection and Waterproofing
Jensen Mailboxes
www.jensenmailboxes.com
Maintenance—Appliances
Marcone Supply
www.marconesupply.com
Maintenance—Products and Services
Global Gate Controls, Inc.
globalgate@earthlink.net
HD Supply
www.hdsupplysolutions.com
Maintenance—HVAC
Marcone Supply
www.marconesupply.com
Maintenance—Paint and Wallcoverings
PPG Architectural Coatings
www.ppg.com
Sherwin-Williams
www.sherwin-williams.com
Kidde US
www.kidde.com
Lowe’s Companies Inc.
www.lowesforpros.com
Maintenance Supply
Headquarters
www.supplyhq.com
Maintenance USA
www.E-musa.com
Maintenance—Plumbing
Fluidmaster Inc.
www.fluidmaster.com
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Moen Inc.
www.moen.com
Vima Décor, LTD
www.vimadecor.com
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Participant Guide
Marketing—Call Centers (cont.)
Wilmar Industries Inc.
www.wilmar.com
CrossFire
www.realpage.com/crossfire
Marketing—Advertising
Level One
www.levelone.com
AIM – Cruise Incentives
www.AIMcruise.com
RealPage Inc.
www.realpage.com
Marketing—Communications
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Apartment Finder
www.apartmentfinder.com
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Maintenance—Plumbing (cont.)
Apartment Guide/
ApartmentGuide.com
www.apartmentguide.com
Who’s Calling
www.whoscalling.com
Marketing—Mystery Shopping Services
CallSource
www.callsource.com
Capture the Market
www.capturethemarket.com
Ellis, Partners in Mystery Shopping
www.epmsonline.com
Marketing—Online Advertising
For Rent Media Solutions TM
www.forrent.com
Apartments.com
www.apartments.com
IRIO Mobile Marketing
www.irio.com
For Rent Media Solutions TM
www.forrent.com
RentWiki
www.rentwiki.com
Move
www.move.com
Who’s Calling
www.whoscalling.com
MyNewPlace
www.mynewplace.com
Marketing—Call Centers
RealPage Inc.
www.realpage.com
Call Insights —Inphonemation
www.callinsights.com
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Rent.com
www.rent.com
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National Apartment Leasing Professional
Personnel and Staffing
Who’s Calling
www.whoscalling.com
ApartmentCareers.Com
www.ApartmentCareers.com
Marketing—Online Leasing
BG Personnel Services
www.bgpersonnel.com
Apartment Guide/
ApartmentGuide.com
www.apartmentguide.com
Liberty Executive Search
www.thelibertygroup.com
Property Management Software
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CrossFire
www.realpage.com/crossfire
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Marketing—Communications (cont.)
On-Site.com
www.on-site.com
DIY Real Estate Solutions
www.diyresolutions.com
Marketing—Promotions
Intuit Real Estate Solutions
www.realestate.intuit.com
AIM – Cruise Incentives
www.AIMcruise.com
On-Site.com
www.on-site.com
Cruise4Two - A division of Coastal
Marketing & Incentives
www.cruise4two.com
RealPage, Inc.
www.realpage.com
Ice Blue Advertising
www.iceblueadv.com
Marketing—Publications
Apartment Finder
www.apartmentfinder.com
Apartment Guide/
ApartmentGuide.com
www.apartmentguide.com
For Rent Media Solutions TM
www.forrent.com
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Resite Online
www.resiteonline.com
Yardi Systems, Inc.
www.yardi.com
Resident and Employee Screening
CBCAmRent An Affiliate of CBCInnovis
www.amrent.com
First Advantage SafeRent
www.FADVSafeRent.com
Merchants Information Solutions, Inc.
www.merchantsinfo.com
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Participant Guide
Resident and Employee Screening (cont.) Security—Alarm Systems (cont.)
Network Multifamily Corporation
www.networkmultifamily.com
National Tenant Network, Inc.
www.ntnonline.com
Security—Locks
On-Site.com
www.on-site.com
Armor Concepts
www.djarmor.com
Ingersoll Rand
Security Technologies
www.schlage.com
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RealPage Inc.
www.realpage.com
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Moco Inc.
www.moco-inc.com
Registry Monitoring Insurance Services, Inc. KABA Multihousing & Institutional
www.certstatus.com
www.kabamultihousing.com
Reliable Background Screening
www.reliablescreening.com
Kwikset/Price Pfister
www.kwikset.com
RentBureau
www.rentbureau.com
Network MultifamilyCorporation
www.networkmultifamily.com
RentGrow Inc.
www.rentgrow.com
Telecommunications and Cable Services
LexisNexis Resident Screening
www.residentdata.com
ResidentCheck
www.residentcheck.com
TransUnion CreditRetriever
www.creditretriever.com
AT&T
www.att.com
Comcast Cable Communications, Inc.
Bill_Revell@cable.comcast.com
Connexion Technologies
www.cnxntech.com
Security—Alarm Systems
Cox Communications
www.cox.com
Inovonics Wireless Corporation
www.inovonics.com
Time Warner Cable
www.timewarnercable.com
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Telecommunications and Cable Services
(cont.)
Verizon Enhanced Communities
www.verizon.com/communities
National Apartment Leasing Professional
Utility Management—Consulting (cont.)
National Exemption Service, Inc.
www.submeter.com
NWP Services Corporation
www.nwpsc.com
CallSource
www.callsource.com
Sierra Utility Billing Services
www.sierrabilling.com
Transportation
Velocity
www.realpage.com/velocity
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Training
Meridian One Corporation
www.1800members.com/naa
Utility Management—Conservation
Guardian Water & Power®
www.guardianwp.com
ista North America
www.ista-na.com
National Exemption Service, Inc.
www.submeter.com
NWP Services Corporation
www.nwpsc.com
Sierra Utility Billing Services
www.sierrabilling.com
Water Systems Inc.
www.watersystems.com
Utility Management—Submetering
Guardian Water & Power®
www.guardianwp.com
Hocutt Inc.
www.Hocutt.com
Inovonics Wireless Corporation
www.inovonics.com
ista North America
www.ista-na.com
Minol USA
www.minolusa.com
National Exemption Service, Inc.
www.submeter.com
NWP Services Corporation
www.nwpsc.com
Utility Management—Consulting
ista North America
www.ista-na.com
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Sierra Utility Billing Services
www.sierrabilling.com
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Participant Guide
Utility Management—Submetering (cont.) Web site Development
CrossFire
www.realpage.com/crossfire
Studebaker Submetering
www.studebakersubmetering.com
Ellipse Communications Inc.
www.ellipseinc.com
Submeter One
www.submeterone.com
Property Solutions International, Inc
www.propertysolutions.com
Windows—Coverings
King Industries Inc.
www.kingindustries.org
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Velocity
www.realpage.com/velocity
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Speed Read Technologies
www.speedreadtech.com
Vertex Business Services
www.vertexna.com
Water Systems, Inc.
www.watersystems.com
Waste Disposal and Control
Gallaway Waste LLC
www.gallawaywaste com
Invisible Waste Services
www.invisiblewasteservices.com
Valet Waste, Inc.
www.valetwaste.com
Waste Reduction Consultants
www.wasteconsultants.com
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Summary
During this session you:
Recognized the various functions of the Internet.
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Described the demographic characteristics of a prospective Internet resident.
Effectively tracked the source of an Internet lead as well as how to record an Internet
lead.
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Developed methods to improve online advertising and the quality of a community’s
online message.
Understood how to utilize the Internet while working with a prospective resident on the
telephone.
Learned how to close leasing leads using the Internet.
Learned how Fair Housing laws affect electronic leasing and marketing.
Listed ways to effectively utilize e-mail for communication with prospective and current
residents.
Learned how to close leasing leads using the Internet.
Received Web sites of interest to the multifamily professional.
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Exam
www.naahq.org/education
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The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation
program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA
Web site at:
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You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
For more detailed information on the exam and to download the Candidate Handbook,
please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
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Internet Glossary
Archive: A backup copy of data designed to be kept long term - often for security or audit
reasons.
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Bandwidth: Data transfer capacity of a digital communication system; the higher level you
have the more data can flow more quickly.
Banner: Part of a Web page containing an advertisement that contains a link to the
advertiser’s own Web page.
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Blind CC: An e-mail that is sent to an additional recipient, unbeknownst to the original
recipient.
Bookmark: A way of marking a Web site address so that you can later refer to it easily.
Boot: The process of starting or resetting a computer.
Bounce: An undeliverable e-mail that is returned to the sender.
Browser/Web Browser: A software application which interprets HTML (hypertext markup
language) and presents the final Web page. Used to locate and display Web pages on the
World Wide Web. Browsers can be text-based (do not show graphics or images) but most
however are text and graphically based. Some of the most popular browsers are Netscape
Navigator and Microsoft Internet Explorer. Both of these are graphical browsers. In addition,
most modern browsers can present multimedia information, including sound and video,
though they may require plug-ins for some formats.
Bulletin Board: Places to leave an electronic message or share news that anyone can
read and respond to. Marketers and others can get your e-mail address from bulletin
boards and news groups.
Cable Modem: A device that allows a computer to connect to a cable system and connect
to a computer network. Cable modems work at speeds approaching Ethernet connections.
Internet access via cable modem will likely be the most prominant form of Internet connection
in the future.
CC: Carbon copy.
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Chat: Users can talk to each other on the Internet by typing their messages via the
keyboard. They would use a chat room to take part in an online discussion on a particular
subject.
Cookie: A piece of information sent by a Web Server to a Web Browser that the Browser
software is expected to save and to send back to the Server whenever the browser makes
additional requests from the Server. Depending on the type of Cookie used, and Browser’s
settings, the Browser may or may not accept the Cookie, and may save it for either a short
or long time. It might contain information such as login, registration information, user
preferences, etc.
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Cost per lead: The amount/number you get when dividing the total cost of an advertisement
by the number of leads generated by the advertisement.
Example: Your online advertisement costs $100 for one month. It generated 20 leads:
$100/20 = $5 cost per lead
Cost per lease: The amount/number you get when dividing the total cost of an advertisement
by the number of leases generated by the advertisement.
Example: Your online advertisement cost $200 for one month. It generated 20 leases:
$200/20 leases = $10 cost per lease
Cyberspace: Another name for the Internet.
Dial-up: A computer connection that is made via a telephone line.
Domain: Part of the Domain Name that specifies details about the host, such as its location
and whether it is commercial (.com), government (.gov), educational (.edu), organization (.org),
network (.net).
Domain Name/Internet Web address: The name that, when typed into a browser address
window, brings the user to a specified Web Site. (Note: Domain names can be registered
at Network Solutions, Inc.)
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Download: Transfer a copy of a file from a remote computer to the requesting computer
by means of a modem or network.
DSL/Digital Subscriber Line: Technology used to transmit digital data on a regular copper
phone line. A DSL circuit is much faster than a regular phone connection.
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E-mail/Electronic Mail: A software application that allows one to exchange messages with
someone else. E-mail is sent through the computer instead of through your local post
office.
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Emoticons: Also known as a “smileys.” Characters that express human emotions (you
may need to put the side of your head on your left shoulder to appreciate them) however
some word processors such as Word will automatically convert these to the icons.
Examples include: Happy :) Sad :-( Indifferent :-l Big smile :D Shocked :-o
Smile & wink ;-)
FAQ: Frequently asked questions.
Filter: Software you can buy that lets you block access to Web sites and content that you
may find unsuitable.
Fire Wall: A combination of firmware and software that separates the local area network
into two or more parts for security purposes. Used by many businesses to only allow
certain types of information in and out of their systems.
FTP: File Transfer Protocol. A software program that allows you to send files to and from
remote computers over the Internet.
GIF: Graphic Interchange Format. A common format for image files, especially suitable for
images containing large areas of the same color.
Hit: A visitor downloading a single file, typically a graphic image. Most commonly misused
term. Occurs when a user or a program accesses a Web page. A visitor requesting a page
that includes 2 images registers as 3 hits on the server. While the volume of hits is an
indicator of server traffic, it is not an accurate reflection of how many pages are being
looked at by visitors. A single request from a Web Browser for a single item from a Web
Server, thus in order for a web browser to display a page that contains 3 graphics, 4 ‘hits’
would occur at the server. One for the HTML page, and one for each of the 3 graphics.
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Home Page: A document intended to serve as a starting point in a hypertext system,
especially in the WWW; also an entry page for a set of Web pages and other files in a
Web site.
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Host: The main computer in a system of computers or terminals connected by a
communications link directly to the Internet. Your Internet Service Provider’s computer is
a host.
HTML/Hypertext Markup Language: The text-based language used to create hyperlinks
and describe documents to be used with World Wide Web browsers.
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HTTP/Hypertext Transfer Protocol: Language (client/server protocol) computers on the
Internet use to communicate with each other, access information and move files across the
Internet.
Hyperlink: A connection between an element (highlighted-underlined phrase or word,
symbol or image; which can be clicked) in a hypertext document on a Web page and a
different element in the document, another hypertext document, a file or a script.
Internet: The global network of computers and computer networks that evolved from
ARPANET (The Department of Defense initially developed it in the 1960s), through which
you can send a letter, chat with people electronically or search for information on almost
any subject. Quite simply, it is a “network of computer networks” and gateways that use
different protocols to communicate with each other.
Intranet: A private network inside a company or organization that uses the same kinds of
software that you would find on the public Internet, but that is secured for internal use only.
ISP/Internet Service Provider: A company which provides access and software to connect
to the Internet for paying subscribers (people like you and me). The ISP handles the link
from your PC to the rest of the Internet.
JPEG/Joint Photographic Experts Group: A file format that reduces the size of image
files by up to 20 times while only slightly reducing the image quality.
Junk E-mail: Unsolicited commercial e-mail; also known as “spam.” Usually junk e-mail
does not contain the recipients address on the “To” line. Instead the addressee is a made-up
name. Or the address on the “To” line is identical to the one on the “From” line.
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Keyword: A word you enter into a search engine to begin the search for specific information
or Web sites.
Link: A component of a hypertext document, which when clicked with a mouse, takes the
user to another document or a different section of the current document.
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Logging On: Connecting your computer to a remote computer system usually by typing in
a username and password (same as logging in).
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Logging Off: Disconnecting your computer from a remote computer system usually by
typing a command such as exit.
Listserv: A (usually automated) system that allows people to send e-mail to one address,
whereupon their message is copied and sent to all of the other subscribers to the mail list.
In this way, people who have many different kinds of e-mail access can participate in
discussions together.
Mailing list: A collection of e-mail addresses of people who have asked to receive regular
mail discussions on a particular topic, and for which they can sometimes submit messages
for disbursement to the entire group.
Modem: Short for Modulator-Demodulator. A communication device that you connect to
your computer and to a phone line, that converts digital signals from your computer into
analog signals and converts phone analog signals into digital signals. This enables a
computer to transmit information over a standard telephone line. (Modems do for computers
what telephones do for humans.)
Multimedia: Documents, which contain text, sound graphics and video elements that are
all capable of being displayed to the user.
Net: Nickname for the Internet.
Netiquette: The etiquette on the Internet.
Password: The password is a code known only by a user to ensure that the individual
who is trying to Login to the computer is the actual person that the User ID owns.
Online: Activated and ready for operating; capable of communicating with or being
controlled by a computer.
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Online Service: An ISP with added information, entertainment and shopping features.
Page: See Web page.
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Page View: A single Web page viewed by a visitor. Page views are representative of how
many total pages are looked at within a site or section by a visitor.
Password: A personal code that you use to access your account with your ISP.
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Plug-in: An application that provides complementary features to another application,
enabling the ability to utilize the other application. Example: Shockwave.
Portal: A Web site that serves as a gateway to the Internet; collection of links, content,
and services designed to guide users to information that they are likely to find interesting
(news, weather, entertainment, chat rooms, etc.)
Privacy Policy: A statement on a Web site describing what information about you is
collected by the site and how it is to be used. Ideally, the policy is posted prominently and
offers you options about the use of your personal information. These options are called
opt-in and opt-out. An opt-in choice means the Web site will not use your information
unless you specifically say it is okay. An opt-out choice means the Web site can use the
information unless you specifically direct it not to do so.
Program: A sequence of instructions that can be executed by a computer.
Protocol: A set of rules or standards designed to enable computers to communicate with
one another and to exchange information.
RAM: Random Access Memory.
Screen Name: The name you call yourself when you communicate online. Your ISP may
allow you to use several screen names.
Screen shot: A capture (picture) of what appears on an Internet screen. Example usage:
A screen shot of an online advertisement could be printed and posted in a leasing office to
help prospective residents identify which online advertisement they viewed prior to visiting
the community.
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Search Engine: The tool you use to search for things on the World Wide Web. One of
the most essential tools on the Internet. It helps you find Web sites relating to a particular
subject, find the e-mail address of someone you know, or find companies which have a
presence on the Internet. Huge databases containing million so records which include the
URL of a particular web page along with information relating to the content of Web page
along with information relating to the content of Web page which supplied in the HTML by
the author. Examples: Google, Bing, Yahoo!, Mozilla, Firefox.
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Server: On a local area network (LAN) a computer running software that controls access
to the network and its resources; on the Internet, a computer or program responds to
commands from a client.
Social Media Web site: A Web site that acts as a forum in which individuals and groups
can interact, and is based around user-gererated content rather than content produced by
traditional news media outlets.
Surf: To skip from page to page around the Web by following links.
TCP/IP: Transmission Control Protocol/Internet Protocol. The protocols that drive the
Internet.
Unique Visitor: A unique visitor is, theoretically, a single person who visited a site within a
specified period.
Upload: Process of transferring a copy of a file from a local computer to a remote computer
by means of a modem or network.
URL: Uniform Resource Locator. The address that identifies the location of any type of
Internet resource; this is how documents on the www are referenced.
Virus: This is a program that can damage the files on your PC, often created to intentionally
do so.
Visit: A term used to indicate how many times a Web page has been visited by people on
the Internet.
Visitor: An individual user of the site.
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WWW/World Wide Web: Frequently used (incorrectly) when referring to ‘the Internet’. It
is the hypertext system, which allows users to jump from one place to another on the
Internet. The glossy, point and click, front door Internet facility that allows you to browse
linked Web pages.
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Web page: An HTML document which contains information which can be seen on the
Internet.
Web site: A group of Web pages that collectively represent a company or individual, or
have been developed to present information on the World Wide Web.
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Web Browser: See Browser.
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The Leasing Interview
The Leasing Interview
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
Copyright © 2009 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
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The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate,
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Table of Contents
4
Course Objectives
5
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Message to Apartment Community Leasing Professionals
First Impressions Make a Difference
6
The Importance of Curb Appeal
7
Leasing Center Standards Checklist
13
Understanding the Prospective Resident’s Reason for Moving
16
Be Prepared and Knowledgeable
19
The Leasing Notebook
20
25
Fair Housing Implications
28
Conducting the Leasing Interview
30
Objective of the Leasing Interview
34
Summary
45
Examination
45
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How Should a Prospective Resident be Greeted?
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Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
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It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
The Leasing Interview course is is the fourth course in the NALP program. The other
courses, in addition to this course, are as follows:
1. Keys to Success in Leasing
2. Telephone Presentations
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3. Leasing and the Internet
4. The Leasing Interview
5. Leasing Demonstration & Follow-Up
6. Rental Policies and Procedures
7. Legal Aspects
8. The Market Survey
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association, or contact NAAEI at 703/518-6141.
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Course Objectives
At the end of this course, participants will be able to:
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Inspect and prepare the apartment community, Leasing Center, and target apartments
for daily business.
Properly greet prospective residents.
Build rapport with prospective residents in order to understand their needs and wants.
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Apply Fair Housing best practices to greeting and qualifying a prospective resident.
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First Impressions Make a Difference
First impressions are made within the first 30 seconds. Those impressions are lasting and
can be good, bad or indifferent. It is our job to ensure that the impression made from the
moment the property comes into view is a good and lasting impression.
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Why is appearance of the community so important?
In the multihousing industry, appearance is so important that we lose customers who never
get a chance to see past the obvious. The image you project from the first moment the
prospective resident visits your apartment community must be an image of pride and
professionalism. This image already has begun to form in the prospective resident's mind,
even before they enter the Leasing Center, as they subconsciously evaluate the aesthetic
value of each of the following:
Curb appeal
Signage/Flags/Banners
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Landscaping and appearance of the grounds
Lighting
Exteriors of buildings
Common areas
Leasing Center
The tour route, model, and vacants
The Leasing Professional
Which of these items does the leasing team have control over each day?
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The Importance of Curb Appeal
“What the public sees when driving or walking by your apartment community.”
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The apartment community's curb appeal makes a definite statement in the prospective
resident's mind before you have the opportunity to meet them. Curb appeal can be one of
your most valuable leasing tools. The appearance of your community indicates the type of
resident you want to attract. If your grounds are littered with debris, the signage is in
disrepair and the parking areas are not clean or are cluttered, the statement being made is
a clear lack of caring for your apartment community or the residents who live there. This
also reflects on your resident profile.
On the other hand, well-manicured lawns, clean windows and clean parking areas tell a
different story. They say that you have something special to offer, that you have an excellent
maintenance program and that you care about your residents. Good curb appeal will tempt
the prospective resident to investigate the apartment community by creating interest and
excitement.
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The Leasing Professional should critique the apartment community's curb appeal daily.
Many companies spend large sums of money to plant seasonal flowers surrounding the
exterior of the apartment community near the Leasing Center and common areas. If a
prospective resident is driving past the apartment community on their way to work, they
will be attracted by your apartment community's exterior appearance. Your curb appeal
should make such a positive statement that it is one of your most effective forms of
advertising.
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Signage
Signs are an important component of the apartment community's image. They should:
Attract the prospective resident's attention
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Identify the apartment community
Direct the prospective resident to the Leasing Center
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Signs should be inspected daily if they are to serve their purpose. A sign that is bent,
leaning, broken or faded, indicates neglect. If the sign is lighted, condition and effectiveness
should be checked periodically in the evening. Most signs are accompanied by attractive
surrounding landscaping, but greenery and flowers should never block the sign itself.
Signs should attract attention, identify the apartment community and direct the prospective
resident to the Leasing Center.
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Landscaping and Walkways
Inspect the following:
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Landscape maintenance is an important item, which should be checked daily. If you are in a
high-rise or mid-rise building, you may have more limited landscaping, but the tour path to the
office from the lobby is just as important. As you drive or walk to the Leasing Center, evaluate
the effectiveness of the plantings, landscaping and grounds of the apartment community.
Grass should be green, edged and cut at the proper level.
Flowerbeds or planting containers should be clean and well maintained.
Lobby glass should be clean and sparkling.
Elevators should be clean and free of trash.
Hallways should be clean, vacuumed and well lighted.
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Curbs should be in good repair and painted.
Parking areas and drives should be maintained (no potholes) and striped.
All areas should be free of clutter and debris.
Carports and garages should be free of dead leaves, oil spots and in good repair.
Playgrounds should be clean and equipment maintained.
Recreation areas should be clean, organized and maintained.
Shrubs and trees should be trimmed.
Sidewalks and steps should be clean and in good repair.
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Lighting
Lighting is not simply a decorator item. Its placement and effectiveness are an important
part of your community's safety precautions. Outside and inside lighting fixtures should be
checked on a routine basis for proper illumination.
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All outside, inside hallway and/or stairwell lights should be in working condition, not only
for the overall appearance of the apartment community and curb appeal, but for the safety
of the residents as well. If the lights are not working properly, the apartment community
may be vulnerable to litigation in case of an accident or criminal incident.
Exterior Building Appearance
Both prospective and current residents see the condition of your buildings as a reflection
of the overall effectiveness of the management staff.
Take note of the following as you tour or inspect your community. Be certain to make note
of any repairs that are necessary.
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1. Are gutters and siding painted and well maintained?
2. Are windows clean and in good repair? (No broken or cracked window sills.)
3. Is brick work/siding in good repair?
4. Is outside caulking checked routinely?
5. Is building lighting working properly?
6. Are railings and decorative trim painted and in good repair?
7. Are steps and sidewalks in good condition?
8. Are building addresses visible, clearly marked and well maintained?
9. Are resident’s windows covered in neutral colored blinds or draperies?
10. Are balconies neat and tidy, not full of furnishings, bicycles, etc.?
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Amenities and Common Areas
Common areas are those shared by all of your residents. They should be included in your
tour of the apartment community with the prospective resident.
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The following questions should be addressed:
Are floors clean and in good repair?
Are hallways and stairwells free of clutter?
Are railings secure?
Are mailboxes/mailbox rooms clearly marked and well maintained?
Are walls in good condition?
Are individual doors clearly marked by number or letter?
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Are package rooms neat and orderly?
Items that should be inspected include:
Flooring (clean and in good repair);
Furnishings (clean);
Kitchen facilities (clean and organized);
Restrooms (in good repair and clean); and
All recreational facilities clean and in good repair, including swimming pool, tennis
courts, exercise rooms and other amenities.
When your apartment community offers residents and prospective residents an amenity, it
is your responsibility to verify that area is clean and in good condition. Any repairs should
be handled immediately upon discovery.
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The Leasing Center
The Leasing Professional must realize that surroundings, furnishings and organizational
atmosphere set the mood of the office and establish the level of professionalism. Make
sure the office appeals to the five senses.
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Sight: How can you make sure that your leasing office is appealing to the eye?
Taste: How can you make sure that your leasing office appeals to the sense of taste?
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Touch: How can you make your leasing office appeal to the sense of touch?
Sound: How can you appeal to the sense of sound in your leasing office?
Smell: In what ways can your leasing office appeal to the sense of smell?
Remember that organization is the key to the success of your apartment community and
you. Investigate and inspect each model apartment before demonstrating it to prospective
residents. On the next page is a sample of a Leasing Center Standards Checklist.
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The Leasing Center Standards Checklist
Every day, each Leasing Professional should take a moment to view the Leasing Center as
a prospective resident would upon entering the office for the first time. Please complete the
following checklist on your office and perform it mentally whenever you walk into your office.
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How does the office appear to the prospective resident?
Yes/No
1. Are all desks free of clutter with minimal personal items and stocked
with leasing materials?
2. Is the bathroom clean and neat, stocked with tissue items?
3. Are the trash baskets clean and not overflowing?
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4. Are the floors free of clutter?
5. Are all empty drink containers disposed of and not present throughout
the office?
6. Is the carpet vacuumed?
7. Is the kitchen area clean and tidy?
8. Is all the dusting completed throughout the office?
9. Are all windows and glass doors throughout the office clean?
10. Do all team members have a “professional” appearance?
11. Are all entrances to the office clean and orderly?
12. Is the office supply and storage area neat and orderly?
13. Is there quiet, easy-listening music in the background?
14. Are all plants healthy looking and devoid of dead leaves?
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The Tour Route, Model and Vacants
Are clean.
Have working lights.
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The tour route should be inspected each day to ensure that the route is free of trash and
neat. Are your apartments rent ready? Each apartment and model available to show must
be inspected each day to ensure that the apartment homes:
Have working mechanicals.
Are stocked with leasing tools.
Keep in mind that the model should appeal also to the five senses: visual, sound, touch,
smell and taste.
The Leasing Professional: “Personal” Curb Appeal
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Property Management is a service oriented business and the Leasing Professional must
maintain a positive mental attitude at all times. As the saying goes “You are the community!”
Your image and overall attitude that is conveyed to the prospective resident will determine
whether or not the prospective resident leases an apartment home from you. You can
have the best product in the market, but if you do not project an attitude of enthusiasm,
achievement and professional image, the lease will be lost before the model is even
shown.
Project an attitude of achievement by:
Being positive and enthusiastic;
Being a goal setter;
Believing in your company;
Believing in your community; and
Believing in yourself.
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Professional Appearance
“You must first sell yourself before you sell anything.”
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Good common sense should be applied when considering your personal appearance. The
image projected by the staff reflects the level of professionalism. A professional appearance
is one of the most important parts of the lease. You must be aware of how you look and
sound.
How can this be achieved?
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You may be required to wear formal business attire or business casual. Depending on your
situation, always make sure that your appearance is neat and your outfit is well pressed.
Each day complete a personal inventory of your appearance:
Are my shoes shined and heel tips in good shape?
Are my clothes neat and pressed?
Are hair and fingernails well groomed?
For women, are my makeup and jewelry appropriate for the leasing environment?
Am I dressed for success or for a night out on the town?
For men, have I shaved?
You are the product—are you rent ready?
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Understanding the Prospective Resident's Reason for Moving
Your knowledge and understanding of why people move (in other words, their needs and
wants) will help you in selling your apartment community.
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The prospective resident may have several reasons for moving, however, your job is to
clearly understand the purpose of the move in order to gain valuable insight that can be
used to find the perfect home for the prospective resident and to prepare for a successful
close.
Based on a 24-month survey conducted in 2002 by SatisFacts, the four major reasons
why people move are:
1. To buy a house
2. Rent Increase
3. Relocation
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4. Moving home
To understand the above mentioned reasons, you must understand that each of the reasons
can be categorized into four major categories:
1. Family
2. Finances
3. Prestige
4. Physical well being
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Family
Finances
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Some factors may have changed in the prospective resident's family—recent marriage or a
new baby, and the need for more space; a divorce or death and the need for less space;
and the residents' grown children moved away, resulting in a need for less space.
The prospective resident may have received a raise and can now afford a more luxurious
apartment. Perhaps an extra source of income has been cut off and the prospective resident
needs to economize or some financial change has occurred, making a move either necessary
or desirable.
Prestige
Some apartment communities and styles are symbols of success so a recently promoted
prospective resident moves from an efficiency to a one-bedroom apartment with a study.
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Physical Well Being
An apartment community allows more time for leisure activities than does a single family
house. The prospective resident may be searching for a more stress free lifestyle with
recreational facilities and the time to use them.
The prospective resident may have one of the above reasons or a combination of several
reasons that have prompted a move. By establishing the purpose of the move, the Leasing
Professional gains valuable insights that can be used for a successful close.
Research completed by the National Association of Home Builders (NAHB) shows that the
four major reasons why current residents selected their current apartments are:
1. Monthly rent amount
2. Location/Neighborhood
3. Immediate availability
4. Lifestyle/ Image/ Safety
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In addition to seeking apartments with more square footage and more bedrooms, residents
favor these amenities:
Full size washers and dryer.
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Sufficient hot water.
Soundproofing and entryways with some degree of privacy.
Extra safety measures such as intrusion alarms, controlled access and closed circuit
television monitors.
Larger windows.
Extra parking spaces.
Larger mailboxes.
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Gardens, balconies or patios.
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Be Prepared and Knowledgeable
The prospective resident is relying on you to help them make a good decision about their
new apartment home. They view you as an expert in the multifamily industry.
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This gives you the lead with the prospect; they already view you as a leader before you
have even said a word. Seize that moment and build your presentation around this trust
that has been placed in you. This credibility will continue to build if the following occurs:
As a Leasing Professional, you should:
Have complete knowledge of your product/market.
Assemble a Leasing Notebook and properly use it.
Understand how to develop a “Show List” and use it to your advantage.
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Determine the benefits of all the features in the community to be better prepared to
“sell” your product.
Develop a thorough knowledge of other communities in your area so that you understand
how your community competes with them. Insert information and brochures into your
Leasing Notebook about other properties.
As a Leasing Professional, you must have the confidence required to perform your job and
have thorough knowledge of your product. To be effective in your role, you will need to
know:
What your competitors are doing and/or offering.
Community/neighborhood conveniences, businesses, etc.
Room sizes, square footages.
Quality/construction features.
Brand names/types of appliances.
Familiarity of all amenities (i.e., pool, tennis courts, etc.).
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Lease terms.
Rental rates/ Deposits/ Policies.
Energy efficiency features.
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Apartment features (i.e., vaulted ceilings, fireplaces, etc.).
The Leasing Notebook has several uses and selling benefits. Listed below are two of
these benefits:
1. It shows the guest you are prepared and ready to show the community.
2. It becomes a good resource when the guest asks a question.
The Leasing Notebook
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The Leasing Notebook is a resource tool that helps the Leasing Professional avoid
memorizing vast quantities of information. By having information about the community
organized and readily available it assists in answering the prospective residents questions
on the spot which assists in closing the lease.
Getting started you will need:
1. A three-ring binder containing inside pockets to include all blank leasing forms,
Welcome/Guest Cards, Rental Application, Bond paperwork, floor plans, etc.
2. Set of tabs.
3. A three-hole punched zipper pocket containing pens, business cards, a tape measure,
calculator, stapler, highlighter, etc.
NOTE: Clip the Guest Card to the front of the Leasing Notebook for handy reference
during the leasing presentation to have the card easily available for recording additional
information such as apartments shown, etc.
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Availability Ready List: Each day you should prepare a list of apartments that are
ready for show. This means that the apartment was walked TODAY by a member of
the staff to determine that it is in ready condition.
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Floor Plans: If your individual floor plans are smaller than 8½" X 11", you should attach
them to a regular sheet and insert under this section. On a separate sheet of paper,
list rental rates, room sizes, square footages and security deposit amount for each floor
plan.
Floor/Building Layout: If you are in a high-rise or a mid-rise building, you will need to
know what floorplans are available on what floors, as well as pertinent information such
as their view and primary exposure.
Site Plan: Include a site plan with all amenities, pools, clubrooms, mailbox areas, or
any outstanding features highlighted. This will allow you to determine the direction a
particular apartment home faces, as well as its view.
Community/Building Information: Keep a list of benefits that match the features of
your building or community. It is also a good idea to keep a copy of the community's
building addresses handy as well as a current Market Comparable Study.
Community/Building Convenience List: This includes a standard list of businesses in
the area such as schools, hospitals, libraries, post office, shopping centers, grocery
stores, cleaners, etc. You might also include a city map of your area with points of
interest indicated on the map.
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Photos: It is recommended that photographs be taken of amenities, the model or
scenic areas of your community and used to show prospective residents. These will be
particularly beneficial during winter months or rainy days. For high-rise buildings, photos
of night time views are an excellent leasing tool. Also include pictures of the onsite
team, particularly the service team.
Moving Information: This section contains moving convenience lists and handy Web
sites that assist with moving.
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Leasing Overviews: A leasing overview is a simplified explanation of your lease
agreement. Include a copy of the leasing overview so that you will always feel at ease
when explaining the lease. You can easily refer to this section when explaining the
lease to your guest. Be careful to follow state and local laws regarding what contractual
items can be reviewed by you and which should be handled by the manager.
Miscellaneous: Other items you might want to include are: corporate apartments,
furniture information, newsletters, calendar of events and resident activities. Site maps
of the region, the city, and the local community each with the apartment community
noted (may be obtained from city or county planning office), a note pad to jot down
questions that need follow up or to note service request needs of an apartment
demonstrated.
All of this information should be carefully organized in your Leasing Notebook so that you
maintain a professional appearance.
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Avoid Industry Slang—Activity
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While it is important to assure the prospect that you are an informed Leasing Professional,
use of slang and industry-specific terms can be confusing and even irritating to a customer.
Substitute words, which have a positive connotation for those with negative connotations.
Creating a positive image, for both future and existing residents, is the foundation of sound
resident relations.
As a group, brainstorm alternatives for the industry team.
Industry Term
Unit
Tenant
Use These Words Instead
Complex/Project
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Leasing/Leasing Agent
Landlord
Rules and Regulations
Office
Hold
Work Order
Maintenance Man
Traffic/Pieces of Traffic
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Security
Security Gates
Problem
Gym
Laundry Room
“I don’t know.”
“We can’t do that.”
“I disagree.”
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“No, that’s not included.”
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Security Intercom
“You’ll have to…”
“But…”
“Hang on a second.”
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How Should a Prospective Resident be Greeted?
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Before serving a prospective resident, you must be prepared with the right attitude.
Remember that you are here to take care of the prospect's needs. Offering a warm and
friendly greeting conveys this message. A proper greeting is the first step in establishing
personal rapport with the prospective resident. Prospects are not an interruption of your
day, but rather why you are there...to help them find a home. Your goal is to make prospects
feel comfortable so that they will communicate their needs and wants which will allow you
to find the perfect apartment home for them.
Remember that research shows that they have already been through this process an
average of nine times already! It is your job to greet, re-assure, inform and close!
There are a number of ways to express sincerity, to show the prospective resident that
they are important:
Use positive facial expressions;
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Have a friendly tone of voice;
Stand, smile, and immediately acknowledge the prospective resident;
Give the prospective resident your undivided attention; and
Acknowledge the prospective resident even when you are occupied with another person
or on a telephone call.
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1. Make eye contact immediately.
2. Stand and eliminate physical barriers between you and the other person. Come from
around your desk and head toward the prospect to welcome them.
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3. Smile. A smile always conveys a warm welcome.
4. As you walk toward the person, greet them with warmth and enthusiasm. Extend a
handshake as deemed appropriate.
A word about handshakes, especially for women: A University of Alabama study has proven
a firm handshake correlates with positive personality traits. Researchers found a firm
handshake was related positively to extroversion and emotional expressiveness. For
women, it was also related positively to openness to experience. A firm handshake pays off!
Recall from the Telephone Presentations course to be respectful of the variety of cultures
represented by our population today. Offer the handshake, but be prepared to accommodate
a cultural preference NOT to shake hands.
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5. Tell them your name and obtain their name. “My name is Jenna Lee and your name
is...?”
6. Repeat their name back to them, to help yourself remember it and to ensure that you
are using the correct pronunciation. Then make sure you use their name occasionally
throughout your presentation, but be careful not to overuse it.
Your first words of greeting and your expressions are vital to the positive impression you
are attempting to give.
Write down the greeting you will utilize:
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Greeting FAQs
What if I am on the telephone speaking with another prospect and I am the only one
in the office?
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If you are speaking on the telephone when prospects enter, acknowledge the prospects by
looking up, smiling and offering a gesture indicating that you will be with them in a
moment.
Prospects do not mind waiting after they have been acknowledged and when they understand
that you are with another customer. People generally do not expect you to immediately
terminate a business conversation, but they do expect you to be aware of their presence.
On the other hand, if prospects see that you are merely passing the time of day with a
friend or an acquaintance, or if you are conducting a personal telephone call, they will
become irritated by your unprofessional attitude.
What if a prospect enters and I have a report due to my supervisor immediately?
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Always put the customer first no matter what type of report or paperwork you are completing.
Although you may find yourself hard pressed to meet report deadlines, you must delay
them temporarily to greet prospects, even if they are not those with whom you have a
special interest.
What if a prospect enters and I am already with another customer?
If you and the prospects are conversing during a particularly busy time and another person
enters the Leasing Center, politely excuse yourself, greet the visitor, and explain that you
or another person will assist them momentarily. Invite them to be seated or view the display
area.
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Fair Housing Implications
What are the Fair Housing implications involved in greeting a prospective resident
and conducting the Leasing Interview?
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A lengthy review of Fair Housing laws is available in the Legal Aspects portion of the NALP
course. We will review only briefly the practices most involved in greeting a prospect and
conducting a leasing interview.
It is important to greet and interview every applicant in the same way. You must greet each
person equally, extend the same courtesies of every person, and ask for the same information
from everyone.
Be consistent! Treat everyone the same!
The Leasing Professional must use common sense—for example it would be inappropriate
and even rude to attempt to shake the “hand” of a double amputee solely because you
were compelled to treat everyone exactly the same.
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Make no statement or perform any act that implies that any protected class is more/less
desirable than another as far as neighborhood composition, personal safety, or quality
of schools.
Do not tell jokes regarding protected classes to a prospective resident, another employee,
or anyone who may be in a position to report the remark to others.
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How can the Leasing Professional avoid the risk of being accused of discriminatory
housing practices?
Complete a Guest Card for all prospects.
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Document the leasing interaction.
Ensure application requirements are the same for all.
Apply policies uniformly.
Give everyone the same information and use the same interview questions.
Ask everyone the same questions based on the same circumstances.
Know how to respond to requests for reasonable accommodations or modifications.
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Present facts to prospective residents without comments that may discourage them
from living in your apartment community or that steer them toward a particular section
or building.
Take all prospects on the same tour route.
Reminder! The Golden Rule of Fair Housing always applies:
Be consistent!
Treat everyone the same!
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Conducting the Leasing Interview
“Relationship selling is the state-of-the-art today. It means custom-tailoring information
to individual people.” Brian Tracy, Motivational Speaker
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Our customers are more sophisticated and educated than ever before. In fact, they
understand when they are being “closed”. The customer of today wants to do business
with a Leasing Professional who is knowledgeable, enthusiastic and genuinely cares. In
order to display these attributes to your prospective resident, you must realize the importance
of getting to know your customer and establishing a rapport that allows the prospective
resident to feel comfortable sharing information with you.
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The Leasing Interview is not an interrogation or a robotic routine but instead, a productive
question and answer time to share conversation, build rapport and discover needs and
wants that will ensure you the opportunity to find the appropriate apartment home for the
prospective resident. If you spend more time discovering the needs and wants of your customer,
it will be easier to find the appropriate apartment home and lease to them. The key is to
relate to the customer. Building rapport is a vital feature of the leasing interview. Strong
listening skills and properly reading body language contribute to successful rapport building.
Building Rapport
Successful business people understand the longevity of their business depends on the
relationship and bond that is built with clients, vendors and prospective customers.
Rapport is the key to relationship-building and the following represent the five most effective
ways to create instant and lasting rapport, as reported by Paul Montelongo, CGR, a
nationally recognized speaker and consultant.
1. Express a genuine interest in the other person and in what is important to him or
her. Ask questions in order to find things in common. Use their personal name. Make
mental or actual notes about important events or activities in the prospect’s life. When
you show interest, not only will people be more likely to open up, but they are also
more likely to listen and trust you.
2. Create physical rapport. This is sometimes called matching, mirroring or parroting.
Try to match body language, vocabulary and tone of voice of the prospect. As different
as we are, we tend to have the same body language for what we are feeling. This
shows respect and adds validity to what the other person is saying.
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3. Be an active listener. Discussed earlier in the Telephone Techniques course, listening
four times longer than speaking is the mark of a strong communicator. Listening attentively
allows you to repeat and paraphrase to check for understanding. People love to talk
more than listen so the listener controls the conversation.
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4. Seek agreement. It is easier to move from agreement to agreement than from
disagreement to disagreement. Search for a way to reach similarities. Look for beliefs
and opinions you can share. If there are none, the agreement to disagree can sometimes
build enough respect for opening a relationship. Agreement may require an adjustment
on your part, but even the slightest detail of agreement brings a base for relationship
establishing.
5. Be genuinely friendly. There is no substitute and no way to fake it. A smile and pleasant
disposition can diffuse any level of tension. It doesn’t mean that you have to be bubbly.
A sincere smile, a warm handshake, good manners and strong eye contact go a long
way.
Listening Skills
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Dr. Larry Barker and Dr. Kittie Watson, co-authors of the book “Listen Up: How to Improve
Relationships, Reduce Stress and Be More Productive by Using the Power of Listening,”
conclude that there are enormous benefits in strong listening abilities. Such skills enable
you to:
Control the dialogue. Listeners can draw out others to get information.
Uncover people’s desires. You cannot please someone if you do not know what they
want.
Reduce stress. When people feel that they are being heard, their stress levels fall and
they are more cooperative. Think of what it does for you!
Put yourself in demand. Attentiveness makes others feel special so you will be a
desirable contact.
Improve business performance. Listening rewards you with ideas to enhance products
and services.
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Research shows that the average person on the job spends 40% of his time listening, 35%
talking, 16% reading and 9% writing. How you maximize the 40% is essential to your
success as a Leasing Professional. Follow these laws of listening to make the most of
your interviewing skills with prospects, as well as your communication with residents,
vendors and co-workers.
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1. Listen to understand, not to reply. So often we think about what we want to say—or in
the case of prospect interviewing—what comes next in our questioning. Give prospects
all the time they need to speak. Listen for what is being said and how it is being said.
2. Make eye contact. This is a key skill, even with prospects whose cultural background
suggests a downward glance. Looking anywhere but at your customer tells them that
something else is more important. Even if you are taking notes or completing the Guest
Card, do so with occasional glances back at the prospect. Use your eyes to communicate
non-verbally with the customer—widening, showing surprise, etc. Let your expressions
show that you are building a trustworthy relationship with the speaker.
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3. Ask questions. Good listening requires you to interpret what the speaker is saying and
reading between the lines. You must make sure there are no misunderstandings. Do
not interrupt, but at a time of pause ask pertinent questions or re-phrase their point just
made to show you are seeking understanding. Your prospects will appreciate that you
are trying to clearly identify their needs. Plus if they go off on a tangent, your questions
can redirect the conversation.
4. Repeat important points. Reviewing what you have determined to be the most
important issues serves several purposes: First, it shows customers how well you
listened; second, it ensures that what YOU thought was important is what the prospect
thought was important; third, repeating the speaker’s own words goes a long way to
ensuring understanding is occurring—how can the speaker refute his own words? Do
not try to take verbatim quotes, but jot down key terms.
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5. Look out for obstacles to good listening. Interruptions, your prospect’s speaking
style and your own experiences can get in the way of understanding. Simply be
aware that they can intrude and concentrate on keeping them to a minimum. If the
speaker is monotone or the office is continuously interrupting, take steps to move, or
use self-discipline to keep your mind from wandering.
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6. Keep your composure. When prospects object to some part of your units, amenities,
pricing or specials, you will need to stay cool to close the sale. Avoid taking negative
comments personally. Be sympathetic and understand that the prospect is showing you
he needs your help. By staying calm, you also have a better chance to think and
through questioning, steer the conversation toward resolution. Restrain yourself from
answering each assertion with a “but” or raising your voice.
7. Listen actively. To absorb everything, you must keep your brain engaged as you
listen. You can think a lot faster than your prospects will talk, so you will have a chance
to analyze the words they speak. Think about how their needs match your property and
how you have helped other prospects with similar needs.
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Your prospect’s words hold the key to your sale so LISTEN carefully!
Body Language
If you know what to look for, you can learn a lot from a prospect’s body language. When
the body language is consistent with what they are saying, you can have reasonable
confidence that they are going to be honest and open with you. But when their words say
one thing and their body language another, there is a good chance there is a problem.
Here are a couple of tips for you as a Leasing Professional and for reading your prospect
as you listen to his or her needs:
Make a good first impression with eye contact, a smile, a greeting and open body
language. Unbuttoning the jacket of a suit, an extended hand in greeting, arms
outstretched and open are all positive signals to the prospect.
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As you listen to the prospect, continue to show your interest by tilting your head
and body toward the prospect. Turning your head slightly to one side notes your
eagerness to listen, to hear. If standing, encourage the prospect to sit—much more
casual and meaningful conversation occurs when people are seated. If you remain
standing, refrain from standing in a “power” stance—weight evenly distributed, slightly
bent backwards, chest out, arms crossed. This posture is one of closed power and will
interrupt communication.
Synchronize yourself with the other person. Is he crossing his legs or talking softly?
Does she tilt her head. Mirror the language subtly. If you study this process, you will
find that you may do this already in conversations with your close acquaintances. It is a
natural reaction that you need to study since you have not yet built the rapport with the
prospect.
Be careful not to overdo your mirroring. Anybody that is blabbering flattery while thrusting
her heart at you and imitating your movements would easily be detected as a phony!
Objective of the Leasing Interview
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Gather information that will assist you in identifying what the prospect wants most in their
new apartment home and take that information and match the appropriate apartment home
with the prospective resident.
It is easier to prepare for the prospective resident who has made a telephone inquiry and
allowed you to determine qualification in advance. In these cases, you will greet the prospects
when they arrive for their appointment and, after exchanging greetings, confirm the
information that was gathered previously with the prospect and ask any further questions
to identify their needs and wants.
This is especially effective if you have used the Guest Card during your telephone
conversation and already have pertinent information on it.
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The Welcome/Guest Card and Beginning the Interview
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Most apartment communities have a specific form known as a Guest Card. There is a
sample Guest Card at the end of this section. The Guest Card helps qualify a prospect
and then serves as a way to begin collecting information about a prospect's wants and
needs. The information collected on the Guest Card aids in evaluating the results of
advertising and promotional efforts. In this section, we will discuss the use of the Guest
Card for the personal interview understanding that the card may already have been started
during the telephone interview.
The Welcome/Guest Card also helps the Leasing Professional to:
Develop:
Obtain:
Establish:
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Identify:
Document:
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The Welcome/Guest Card should be completed by the Leasing Professional. Talk with the
prospective resident for a few minutes before you begin completing the Welcome/Guest
Card. This builds rapport and you will more likely get more information from the prospective
resident. Your opening line could be “How long have you been looking for a new home?”
Or “Tell me about the special things you are looking for in your new home.” Keep it
conversational.
There are disadvantages in having the prospective resident complete the Guest Card.
A prospect may be offended when asked to complete the card unless you explain the
purpose. Even then, the prospect may feel the questions are unnecessary and
irrelevant.
Many times, the prospect's handwriting is illegible, making the information on the card
impossible to use for follow-up purposes.
Prospect's often do not complete the card in its entirety, choosing instead to fill out only
their name or a few blanks of their own choosing.
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A sample Guest Card has been provided on the following two pages.
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Leasing Interview and Qualifying Residents
Instructor Guide
Welcome Information
Name:_____________________________________________________________________________
Address:______________________________City__________________State______Zip___________
Fax: (_____)__________________
Cell phone (_____)_______________
e-mail:_________________________________________
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Phone (_____)__________________
Names of others who will be living with you: _______________________________________________
How did you hear about us? ___________________________________________________________
 Referral  Apt. Publication  Apartments.com  Locator  Drive-by
 Realtor
Relocation Co.
 Newspaper ad
 Realtor  Internet
 Employer Community website
 Other_____________________________ If Internet, which site?___________________________
What size apartment best suits your needs? _____________________________________________
 Studio  1-bedroom  2-bedroom  3-bedroom
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What floor do you prefer? _____________________Price Range desired _______________________
What features are most important?______________________________________________________
__________________________________________________________________________________
Move in date desired?________________________________________________________________
Why are you moving ?________________________________________________________________
Do you have any special needs or desires for your new home (i.e. room size, storage, work space,
etc.)?_____________________________________________________________________________
What specifically attracted you to our community?__________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
We are a pet-friendly community. Do you have a pet?  No  Yes, I have a ____________________
(Pet’s age: ___________, Weight: _______________, Breed:_____________________)
Leasing Professional:__________________Date:_____/_____/_____Time:_____Day:_____________
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Leasing Interview and Qualifying Residents
Instructor Guide
(This side to be completed by the Leasing Professional)
1st contact: Date __/__/__ How?  Phone  In person  e-mail  other__________________
Results ________________________________________________________________________
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2nd contact: Date __/__/__ How?  Phone  In person  e-mail  other__________________
Results ________________________________________________________________________
3rd contact: Date __/__/__ How?  Phone  In person  e-mail  other__________________
Results ________________________________________________________________________
Model(s) shown _____________________________by___________________________
Vacant(s) shown ____________________________by ___________________________
Why did not show_________________________________________________________
E-mail thank you ________________________________________ date ____/____/____
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Guest’s needs and wants ___________________________________________________
Hot buttons ______________________________________________________________
If guest did not lease, why? _________________________________________________
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What is your opening line to begin the Leasing Interview?
Make sure questions are asked in a conversational manner rather than an interrogation. A
great way to begin is by asking: “In order to help me find the perfect apartment home for
you, I need to ask you a few questions, all right?”
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If a prospective resident opposes giving you the information, politely explain the importance
of the information in determining their specific wants and needs. The Leasing Professional
can convey the impression that these questions are important, in which case the prospect
will probably want to answer them as completely and accurately as possible. After all, this
is part of the Leasing Professional’s objective—to establish a good relationship with the
prospect.
These are the basic leasing interview questions that need to be covered in order to assist
the prospective resident in finding the perfect apartment home.
Interviewing Basics
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Avoid questions that may be answered with a “Yes” or “No” by asking open-ended
questions that begin with:
Who; What; When; Where; Why; and How
Bonus Open-ended Questions produce an abundance of information about the prospect:
What specifically are you looking for in your new apartment home?
Where are you living now?
Help me understand what prompted your decision to move?
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Welcome/Guest Card questions can include:
What size apartment home best suits your needs?
When would you like to move into the apartment?
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Who will be occupying the apartment home?
Furnished or unfurnished?
What price range did you have in mind?
What preferences (floor preferences [1st, 2nd, 3rd], fireplace, washer/dryer, color
scheme)?
Any pets?
Where are you employed?
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How did you hear about the community? Or what particularly interested you in our
community?
Why are you moving? (This is one of your best tools in knowing how to close. Find out
what the problem is and solve it!)
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The effective Leasing Professional establishes a prospect's wants and needs by asking
well phrased questions and by answering questions from the prospect. You will have
already accumulated a good deal of information from the prospect's Guest Card. Utilize
the information gathered on the Guest Card to build your leasing presentation.
Please describe for me:
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Tell me about:
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Complete the rest of the open-ended questions.
Domino Questioning Techniques
This is named after the chain reaction created when a line of dominoes is stood on end
and the first one is tipped over. As one domino falls upon the next, one question influences
the next. The questions are linked to each other and follow a natural progression of information
gathering.
While you will need to focus on asking questions to complete the Guest Card, each
subsequent question should not repeat questions on the card but should be phrased to
give the prospect an opportunity to talk more extensively about him or herself.
Write two domino questions:
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Primary Versus Secondary Questions
Exploratory Questions
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Primary questions are the questions included on the Guest Card that you must know
before the leasing interview begins. Secondary questions utilize the information obtained
from the primary questions to draw out more information and clarify the information. A
good way to phrase a secondary question is to begin them with why. For example, “I see
that you would prefer an apartment home on the first floor. Why do you prefer the first
floor?” Utilizing a primary question, write a secondary question that will reveal more
information.
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These questions help you explore the prospect’s reasons for moving and his or her particular
needs. They help you to develop a road map to close your prospect. By uncovering “hot
buttons”—those things that are important to your prospect—you can more easily and
accurately match the prospect’s needs with your community.
List several sample hot buttons you might discover from your prospect:
Exploratory questions should be different than those that are on the Guest Card—they
should expand from the Guest Card questions. The more hot buttons you can get from
one question the better! As you think about these exploratory questions consider the
questions below to help you determine what is important to your prospect and what may
be driving their ultimate leasing decision.
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How large is your present apartment?
What will you base your decision on?
Do you work in the area?
How will you know when you have found the right apartment?
What color scheme are you working with?
Where are you in your process of choosing an apartment
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When does your lease expire?
How did you choose your present apartment?
What attracted you to our community?
What pleases you most about your present apartment?
What is most important to you in your apartment home?
What are you looking for that you don’t have now?
What have you liked at other communities?
What features are most important to you?
What type of location do you prefer in a community?
Write two exploratory questions that you will use to help you uncover those hot buttons:
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Final Q&A Points
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Be prepared to answer all of the prospective resident's questions concerning
your apartment community. Sometimes you may get additional information about the
prospect's needs and wants from the questions asked. If you do not know the answer to
a specific question, tell them you don’t know but you would be happy to research that
information.
Questions about the rental rates should be considered opportunities to review or
expand on the community’s most attractive features. For example, if a prospect will
work near the community, you can remind them of how much money they will save on
gasoline and maintenance of their car. Or, they will not have to join a racquet club to
get on the tennis courts. Of course, one of the biggest benefits is that they will have
you to respond to their service requests.
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What if the prospect clearly does not qualify for the apartment home? They may
have a large pet and the community does not allow pets or they may have a lower
price range in mind. Always offer to tour a prospect even if you know it is not in their
rent range. If you discover a prospect does not meet the rental qualifications, always
be helpful in referring the prospect to another community, to a locator, or by offering
them an apartment publication to assist them in their search.
Act like a doctor coming up with a diagnosis or think of a friend you have lost
track of from high school. It is this level of care and concern that should be shared
with the prospect.
Answer questions thoroughly, clearly and honestly. If you are unsure of an answer,
find the answer later and follow up with them.
By now, you should have all the information you need to plan and conduct a successful
apartment demonstration.
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The Leasing Interview
National Apartment Leasing Professional
Participant Guide
Summary
Exam
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In summary, you should now realize the importance of creating a positive impression the
first time you meet a prospect, through your curb appeal, professionalism, and greeting.
Asking questions to determine your prospect's unique needs and wants will develop a
relationship and level of trust which will lead to your success as a Leasing Professional.
The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation
program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA
Web site at:
www.naahq.org/education
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You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
For more detailed information on the exam and to download the Candidate Handbook,
please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
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Participant Guide
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Leasing Demonstration
& Follow-Up
Leasing Demonstration & Follow-Up
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
Copyright © 2009 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
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The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate,
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Participant Guide
Table of Contents
5
Course Objectives
6
Product Knowledge
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Message to Apartment Community Leasing Professionals
7
8
Key Elements in Preparing for a Successful Demonstration
16
Conducting a Successful Demonstration
20
Important Skills in Demonstrating
21
Feature-Benefit-Emotional Appeal Selling
28
Safety Tips for the Leasing Demonstration
32
Fair Housing Implications in Demonstrating
33
When does Closing Begin?
34
Dynamics of an Effective Leasing Presentation
38
Resolving Objections
39
Procedures for Resolving Objections
44
Leasing Signals
48
Ask for a Commitment
56
Closing Techniques
58
Follow-Up
64
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Three Major Areas of Product Knowledge
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Table of Contents (cont.)
67
Summary
69
70
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Examination
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Fair Housing Implications in Closing
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Participant Guide
Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
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It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
This is one of a series of eight courses of the National Apartment Leasing Professional
designation program. The other courses, in addition to this one, are as follows:
1. Keys to Success in Leasing
2. Telephone Presentations
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3. Leasing and the Internet
4. The Leasing Interview
5. Leasing Demonstration & Follow-Up
6. Rental Policies and Procedures
7. Legal Aspects
8. The Market Survey
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association, or contact NAAEI at 703/518-6141.
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Course Objectives
Once the Leasing Professional has qualified the prospective resident and collected enough
data to provide the best service possible, it is time to begin the leasing tour of the apartment
community.
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At the end of this course, you will be able to:
Demonstrate thorough knowledge of your apartment homes, your apartment community
and the neighborhood.
Explain the importance of the three elements in preparing for a successful leasing
demonstration.
Know the important skills to effectively demonstrate your community.
Explain the key elements in conducting a leasing tour.
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Implement the feature-benefit-emotional appeal approach to selling.
Describe some safety precautions that should be practiced during a leasing
demonstration.
Recognize and understand Fair Housing implications with regard to demonstrating and
closing.
Describe various “closing” opportunities.
Explain the major objectives in a successful leasing presentation.
Implement procedures for resolving objections.
Identify signals that help close a prospective resident.
Invite the prospective resident to lease an apartment.
Develop a follow-up program to ensure more return traffic and leases.
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Product Knowledge
Surveys of prospective residents clearly show that the knowledge of the product by the
Leasing Professional is an important determining factor in choosing an apartment home.
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You can never have too much knowledge, particularly in an industry that changes as
rapidly as ours. Acquiring product knowledge is ongoing and requires flexible thinking and
initiative by the Leasing Professional. Failure to stay abreast of the apartment home industry
in your region or market is like trying to sell new cars with last year’s literature. It will not
work. So ... it is time to effectively show the prospective resident all of the wonderful things
you have mentioned about the apartment homes, the apartment community and the
neighborhood.
How much does a successful Leasing Professional need to know about the product?
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The real answer to this question is “as much as you can!” Never stop learning about the
apartments and surrounding area where your community is located. A Leasing
Professional must know as much as possible about their product to be fully prepared for
the variety of questions that come up in a demonstration. This information is not acquired
all at once so the successful Leasing Professional is an ongoing learner. This means you
should continue to deepen your knowledge base by spending time with the maintenance
team, watching expansion in the area, talking with other co-workers, and actively networking
in the neighborhood.
The successful Leasing Professional will describe the benefits of the community as a
solution to the prospect’s needs. The best way to do this is to know your product and your
prospect.
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Three Major Areas of Product Knowledge
The Leasing Professional needs to have three areas of product knowledge—knowledge
about the:
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1. Apartment homes;
2. Apartment community; and
3. Neighborhood.
Each category contributes to the success or failure of a leasing presentation. The Leasing
Professional always seeks to improve in all three areas by seeking new information and
new ways to present that information when selling the apartment community.
The three sections that follow explain more fully the product information you will need to
know in order to become a successful Leasing Professional.
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Apartment Homes
The following information should be included in your knowledge of the apartment homes.
Square footage and room measurements - It is important to know the size and room
dimensions of each room since the prospective resident may be interested in bringing
floor coverings or furniture. Prospective residents will also appreciate knowing the
amount of effective wall space and the total square footage of the apartment home.
Storage space - Make sure you know the linear feet of closet space and the number
of walk-in closets. Prospective residents may want to know the amount of counter
space and the number of cabinets and drawers. Be sure to make note of exterior
storage facilities.
Appliances - Make sure you know the function and proper operation of each appliance.
Also, be sure to note the manufacturers and brands.
Furniture placement - Share interior decorating tips. After all, you have seen the
interiors of most of your apartments and can share ideas that seem to fit the prospective
resident. Describe alternatives for furniture placement.
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Apartment Features
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Construction features - Be able to explain the energy efficiency rating and the
amount of insulation in the walls. Make sure you know the type and main features of
carpeting and flooring. Know the efficiency rating on the water heater and the air
conditioner, where they are located, and whether they are gas or electric. Speak with
your maintenance team or tour a vacant apartment with a member of maintenance to
gain this information.
Make sure you know the features that are included in each floorplan. Examples are:
Microwave
Telephone jack locations
Cable connections
High Speed Internet
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GFIs (Ground Fault Interrupters)
Smoke detectors
Doors, locking systems
Stainless steel or porcelain sink
Type and number of cabinets
Frost free refrigerator
Pantry
Disposal
Trash compactor
Decorator shelves
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Ice maker
Serve-through bar
Decorator shelves
Overhead lighting
Self-cleaning oven
Windows
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Exhaust Fan
Floor coverings, carpeting, pads, tile
Double sinks
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Indirect lighting
Dishwasher
Washer/dryer hook-ups
Amount of counter space
One way for the Leasing Professional to retain all the specific information needed to fully
demonstrate an apartment home is to compile and refer to a custom summary sheet to be
placed in a Leasing Notebook that is used throughout the leasing process.
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Apartment Community
Prospective residents will be very interested in the apartment community as a whole.
These are the areas about which prospective residents usually ask questions:
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Service Team - Is there 24 hour emergency service for residents? How is it provided?
Who do the residents contact when the business office is closed? Who assists residents
into their apartments when they are locked out?
Club Room Facilities - What amenities are available in the clubroom? Can residents
reserve the clubroom for private parties? If so, how much does it cost? What are the
hours and who is responsible for maintaining it?
Recreational Amenities - What facilities are available and what are the hours of
operation? Are there planned recreational activities for the residents? If so, what type
and how frequently are they scheduled? Are there sponsored sports teams? What
resident activities and services are provided at the property? Is adult supervision
required at recreational amenities?
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Functional Amenities - What are the hours at the laundry room and what is the cost
per load? How is the postal center handled? How are packages handled?
Parking Facilities - How many parking spaces are provided for each apartment home
and are any of them covered spaces? Are residents allowed to park their Recreational
Vehicles (RVs) in the community? Is parking assigned? Is there a required parking
sticker?
Management of the Community - How many people are involved in managing and
operating the apartment community? How are their responsibilities organized? Do
persons on the premises handle service requests or do residents call outside service?
What ordinances (noise, speed) regulate the community? What is the level of the
staff’s experience? What is the company’s commitment to customer service?
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Neighborhood: The Community Profile
Number of buildings
Total apartment homes
Floors per building
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Every Leasing Professional should have a Community Profile in his or her Leasing
Notebook. A Community Profile is a summary of the community and its immediate
neighborhood. Information to include:
Apartment homes per floor
Apartment homes by type (example: 14 one-bedroom/one-bath; 25 two-bedroom/
two-bath, etc.)
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Apartment homes by style (example: 7 one-bedroom/ one-bath, 750 square feet; 7
one-bedroom/one-bath, 800 square feet)
Special characteristics (example: do all corner apartment homes have extra windows?
Do upstairs apartment homes have vaulted ceilings?)
Total parking spaces and covered parking spaces (such as carports)
Total garage spaces
Amenities
Satellite dish information
Acreage
Site Map
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Location of mailbox kiosks (if applicable)
Utility information (gas, electricity, water, telephone, etc.)
Schools and Daycare
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Neighborhood characteristics (example: multifamily, residential, commercial)
Parks and Recreation facilities
Shopping
Entertainment
Healthcare and Medical facilities
Vehicle registration
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Banks and credit unions
Mass transit/public transportation
Voting, government services
Major cross streets, highway/freeway access
Directions to the property
Other residential housing
A Leasing Professional uses this information to increase product knowledge by analyzing
the information about the residents and matching the benefits that are satisfied by the
apartment homes and community. By understanding the Community Profile, the Leasing
Professional will have a better understanding of the typical renters who are attracted to
and lease at the community.
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Caution: Apartment communities must offer their apartments and accept all qualified
applicants as apartment homes become available. Know and understand your Fair
Housing laws.
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The Leasing Professional must be knowledgeable about the neighborhood and services it
provides. Up to 40 percent of prospective residents visit the apartment community
because of its location and the neighborhood in general. The Leasing Professional can
expect some of these people to know a little about the neighborhood, yet a majority of the
prospective residents do not know much about the neighborhood. The Leasing
Professional must point out the best features and benefits of the neighborhood.
“A picture is worth a thousand words.” Use visualization whenever possible. It is helpful if
the Leasing Professional has a photo album showing important and attractive features of
the neighborhood.
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There is a long list of key places in the community that may be of interest to the prospective
resident. These include schools, libraries, convenience stores, grocery stores, shopping
stores and malls, banks, dry cleaners and areas for dining and entertainment. Recreational
facilities play an increasing role in the value of a community.
It is important that the Leasing Professional be observant and not lose full appreciation of
the many features and benefits of the community. The Leasing Professional should avoid
becoming so comfortable with their site that they no longer really “see” what is there. A
fresh look at the value of the community is essential. Use a “new set of eyes” approach to
your leasing demonstrations.
Observation Activity Notes:
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The Resident Profile
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Every Leasing Professional should also know his or her property’s Resident Profile.
Define Resident Profile:
The Resident Profile is not information utilized in making leasing decisions.
A Resident Profile typically includes:
1. Median or average income.
2. Median or average age.
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3. Average number of residents per apartment home.
4. Resident type.
(example: Are most of your residents students?)
5. Major employers.
(example: Do a significant percentage of your residents work for the same company?)
6. Employment area.
(example: Do most of your residents work in the same general vicinity, such as a
nearby business park?)
7. Point of origin.
(example: Where did your residents live prior to moving into your community?)
8. Reasons for moving (track property move-outs).
9. Job classification.
(example: Are most of your residents blue-collar workers?)
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Key Elements in Preparing for a Successful Demonstration
The three major elements in preparing for a successful leasing demonstration:
1. Creating and using a about your
information.
.
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2. Knowing current that includes extensive 3. Planning for the
.
Once the prospective resident has been qualified and the apartment has been selected for
demonstration, the Leasing Professional is ready to put both product knowledge and
leasing skills to work.
The Leasing Notebook
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The Leasing Notebook is a resource of information about the community that is readily
on hand to use during the leasing process. If you have all of the community information at
your fingertips when questions arise, the leasing demonstration will be a polished process.
The information found in the Notebook should be updated regularly. Refer to the NALP
course on the Leasing Interview to get detailed descriptions of assembling the Leasing
Notebook.
Important Items to Include:
- Availability Ready List
- Site Plan
- Community Convenience List
- Moving Information
- Current Market Comparables
-
Floor Plans
Community Information
Photographs of the community
Leasing Paperwork
Miscellaneous newsletters, calendars
Leasing Professionals can clip the Welcome/Guest Card to the front of the Leasing
Notebook for handy reference during the leasing presentation and to easily access it to
record additional information, apartments shown, etc.
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Information contained in a completed Market Comparables Study:
What are two places in which a Leasing Professional can effectively use The Leasing
Notebook?
Information About Your Competitors
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Update the information about your competitors each week. Prices, features and programs
can change daily! Do not focus on your competitor’s weaknesses but rather their
strengths. The better you understand the strengths of your competitors, the stronger and
more competitive you will become.
Prepare a Competitors Notebook that includes floorplans and general information about
your competition. This notebook can become a valuable resource when you need to compare
and contrast your property with a competitor while working with a prospective resident.
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Planning the Successful Leasing Demonstration
Planning the tour requires thoughtful attention. One of the first things a Leasing
Professional learns is that you always need a plan. Why?
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There are several key points in planning an effective leasing tour:
Inspect the model, market ready and available apartment homes daily.
Make sure that all keys work properly.
Take the most scenic (and most reasonable) route through the apartment community. If
possible, select an apartment location that shows off the grounds and the amenities.
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Select an apartment(s) that meets the specific needs of the prospective resident while
ensuring that you are following Fair Housing rules. If your community has model apartment
homes, demonstrate the model home, so the prospective resident leaves with a positive,
lasting impression of a beautifully decorated, newer apartment home. If your community
does not have a model home, show an apartment that is ready for “move in.” Be sure
to present all available apartments as options to lease even if they are not shown.
Control the route through the model or vacant apartment by directing the tour, asking
specific questions, and focusing the prospective resident on the benefits and features
of the apartment home and the community.
Plan a few “talking points” that describe the grounds, the apartment home and the
apartment community.
Sell solutions, not just benefits.
Prepare a few opening statements that can be used when entering the apartment
home that directs the prospective resident to notice positive highlights of the apartment.
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Brainstorm in your groups and create some talking points and opening statements that can
be used on the leasing tour:
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Plan! Be prepared! It’s the best advice you will ever receive.
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Conducting a Successful Demonstration
Up to this point we have discussed several aspects of a successful leasing demonstration:
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- Developing your Leasing Notebook;
- Planning the leasing tour;
- Actively involving the prospective resident; and
- Adopting the Feature-Benefit-Emotional Appeal approach to selling.
It is time to put everything together and conduct a successful leasing tour.
The tour of the apartment community begins when the Leasing Professional and prospective
resident leave the Information Center. The Leasing Professional has planned the route to
and from the apartment home. The prospective resident will be actively involved in the
demonstration. Hopefully, the tour ends at the Information Center, and it is time to complete
the lease paperwork required to turn the prospective resident into a resident.
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There are many different ways to conduct the tour and to weave the feature-benefit-emotional
appeal approach throughout the leasing tour.
Some Demonstrating Do's and Don'ts:
1. While outside, a Leasing Professional should discuss the benefits of decked areas for
sunbathing while walking past the pool, and should mention the activities and events
scheduled for residents. It should be pointed out how well the service team keeps the
community clean and operational.
2. A leisurely pace should be taken so the prospective resident does not feel rushed. The
prospect wants to feel that the Leasing Professional views them as a priority.
3. A Leasing Professional should discuss the features of an apartment only after arriving
at the apartment so that the prospective resident can see what is being described. This
technique will raise the buying interest of the prospective resident so that it is at a peak
when you ask for the lease.
4. When arriving at the model apartment, Leasing Professionals should leave the front
door open or turn the dead bolt so that the door cannot be locked. These are good
safety practices.
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Participant Guide
5. Create a sense of arrival. Say “Welcome to your new home,” or “You are going to love
this view.”
Important Skills in Demonstrating
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What variables are important in becoming skilled in conducting a memorable
demonstration?
Every successful Leasing Professional is adept at performing these leasing demonstration
skills:
1. Actively involve prospective residents in the apartment. The prospective resident
must visualize him- or herself happily living in the apartment home. As the Chinese
proverb says:
Tell me, and I may forget.
Show me, and I might remember.
Involve me, and I’ll understand.
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% of people remember something they have seen.
% of people remember something they have seen, smelled and touched.
When demonstrating an apartment, ask the prospective resident to open doors and cabinets,
touch features, use fans, walk onto patios, etc. Consider using mini-model features—some
towels, a shower curtain, kitchen towels, small home accessories—to make the vacant
apartment feel more like a home. Consider setting out “self-serve” candy or snacks.
2. Implement “feature-benefit” solution selling. The Leasing Professional moves from
telling about a feature to selling its benefits and providing its solutions. The demonstration
then moves from things to feelings and wants. In this manner, the Leasing Professional
uses emotional selling, which focuses on the emotional impact of the feature. Recall
the discussion in the Interviewing section of the course about relationship-building. By
focusing on the prospect and his or her unique wants and needs, the feature-benefitsolution selling technique comes naturally!
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3. Demonstrate throughout the entire leasing tour. The Leasing Professional
demonstrates the entire property, so active involvement and feature-benefit-solution
selling should extend to community amenities, exterior landscape or building features,
accessibility, convenience and other attractions. The“tour” is a continuous trip!
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4. Avoid ending your demonstration in a small room like a bathroom.
5. The Leasing Professional should refer to features as “yours” during the tour so
the prospective resident will think in terms of possession.
6. Use closing statements throughout the presentation and particularly on the way
back to the Information Center as the Leasing Professional finds out what the prospective
resident liked and disliked. Efforts to close should continue while the prospective
resident is in comfortable surroundings. Try to determine if the prospective resident has
any objections before leaving the model or vacant apartment home. It is best to deal
with any objections there. It is more difficult to overcome an objection when the
prospective resident cannot easily visualize the apartment home.
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7. Back at the Information Center, the prospective resident should be shown floorplans
and other information about the apartment in which they are interested.
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How does a Leasing Professional keep the prospective resident actively involved in
the demonstration?
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Leasing professionals get prospective residents to see themselves in a specific apartment
home by engaging in an ongoing conversation with the prospective resident. “Ongoing”
means “continuous,” not “constant.”
It is important to start building rapport with prospective residents from the initial contact.
There will be lulls in the conversation so the prospective resident can reflect on what the
Leasing Professional is saying as well as concentrate on sights and sounds of the apartment
community.
Conversation should be about the prospective resident, not the Leasing Professional.
Focus on the prospect’s needs that you can solve.
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An excellent way to do this is with the skill of “Transitional Questions.” Transitional
Questions are questions asked by the Leasing Professional to elicit additional information
from the prospective resident about their needs and wants in the apartment home. They
are called Transitional Questions because they assist the Leasing Professional in
transitioning the demonstration from room to room.
For example, when walking into the kitchen, the Leasing Professional’s Transitional
Question could be, “Do you like to cook?” The prospective resident’s answer will let the
Leasing Professional know immediately how much interest the prospective resident has in
the kitchen. Then the Leasing Professional will know how much and what type of information
about the kitchen will interest the prospective resident.
If the prospective resident answers with an enthusiastic, “Yes, I love to cook!” you know
that the kitchen is an important room in the apartment home and the prospective resident
will probably spend additional time viewing that room.
This prospective resident may have some specific questions regarding the kitchen’s features
and benefits. You may be able to focus on the kitchen as a solution.
If the prospective resident’s reply is “No, I travel and am rarely home long enough to
prepare a meal,” you have learned that the kitchen is not an important part of the apartment
home to this prospective resident.
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Transitional Question Activity
Working with your partner, write a Transitional Question appropriate for each of the apartment
rooms below.
Into the bedroom:
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Into bedroom #2:
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Into the living room:
Onto the deck/patio:
Into the dining room:
Remember that there is a fine line between engaging in meaningful conversation and
carrying on a one-way monologue that a prospective resident will find boring or tedious.
The goal is to make the demonstration conversational.
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Selling versus Telling Activity
Follow the instructions of your facilitator to complete the activity below.
vs.
Selling
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Telling
Example #1
The Leasing Professional enters the
apartment home, stands in the doorway
and talks as the prospective resident
walks through the apartment alone.
The Leasing Professional walks through
the apartment along with the prospective
resident, directing the prospective resident
to open the refrigerator door, walk out
onto the balcony, and to step inside the
enormous walk-in closet. The Leasing
Professional continues to ask transitional
questions.
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Example #2
The Leasing Professional shows the
model apartment home and states,
“This is the kitchen and there is the
dining room.”
Example #3
The Leasing Professional stands in the
living room and tells the prospective
resident 30 features of the apartment
home.
Example #4
The Leasing Professional reads the
brochure to the prospective resident as
they tour the apartment home.
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Leasing Demonstration & Follow-Up
Participant Guide
National Apartment Leasing Professional
Here are some basic techniques to help involve the prospective resident in your leasing
demonstration.
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Ask questions of the prospective resident that are not invasive but which draw
prospective residents into talking more about themselves. This helps to establish rapport,
puts the prospective resident at ease and provides you with useful information to use
later in your leasing presentation. Good questions might be “What are the best features
of the home where you are living now?” or “Did you get to ski much when you were in
Denver?” or “Did you visit the monuments while living in DC?”
Build on the information that you have gathered by asking clarifying questions that
attempt to draw out more information. For example, “John, I know you told me that you
were in sales, in what type of sales are you involved?” Since you have been asking
questions to build a relationship with the prospect, you will learn about the prospect
and what particular features may be most appealing.
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Give your prospective resident “Minor Orders.” These are commands that you tell
the prospective residents to do to get them to actively participate in the tour. For example,
Eric Cumley in the book “7 Secrets to Successful Leasing,” suggests you describe a
benefit and then give a suggestion to the prospective resident. Example: As the
Leasing Professional and prospective resident enter the apartment, the Leasing
Professional says, “The view from the balcony is fabulous.” Then the Leasing
Professional would give the prospective resident a suggestion to “go ahead and
open the sliding door so we can get a better look.”
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National Apartment Leasing Professional
Participant Guide
Do not talk about your personal life with the prospective resident. The prospective
resident should be the center of attention and all conversation should be directed at the
prospective resident’s interests. The more time you spend asking questions of the
prospective resident, the less time there will be for any personal questions about you.
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Keep the conversation flowing, yet leave some quiet time so the resident can think
about what you are saying and take a good look at what you are pointing out. Go room
by room during the tour focusing on the benefits of each room in the apartment home.
Put the prospective resident into various settings in your apartment community.
“Joyce, you said you loved to cook; wouldn’t this be a fabulous home for entertaining
your guests?” or “You’ll feel great in front of the fireplace on a cold winter evening,
while you unwind from a long day at work.” Keep the conversation positive by ending
the comment with, “Don’t you agree?”
Emphasize unique features of your apartment home that they might not notice. “I
want to point out that there are cable outlets in every bedroom as well as the living
room.” Or “Did you notice the ice maker?”
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Can you think of other techniques or examples that will keep the prospective resident
actively engaged in the leasing demonstration?
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Leasing Demonstration & Follow-Up
Participant Guide
National Apartment Leasing Professional
Feature-Benefit-Emotional Appeal Selling
We have discussed feature-benefit selling, so let us apply these lessons to the demonstration
in action. The next step is learning to apply the benefit to give personal meaning for the
prospective resident.
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This technique enables you to present a demonstration tailored to your prospective resident’s
needs instead of merely presenting a generic tour.
This approach is known as “feature-benefit” selling with the application of emotional
appeal. Most sales are based on emotion. Yes, the prospective resident wants an
apartment, but what they really want to know is what the apartment will do for them!
Define a feature:
Features are marketable characteristics found in every part of the apartment home.
Examples of features are sliding glass doors, vaulted ceilings, bay windows and frost free
refrigerators. Every feature has a benefit.
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Define benefit:
One benefit of a vaulted ceiling is that it gives the room an open feeling and elegant
ambiance. One benefit of bay windows is that they provide space for plants.
Applying the knowledge of features and benefits to create personal meaning for the
prospective resident is called emotional appeal selling.
The successful Leasing Professional puts special emphasis on benefits likely to appeal to
the prospective resident’s emotions and logic that forms the basis for a decision to buy.
A feature is concrete. It is visible. You will mention many features in your demonstration of
the apartment. However, the successful Leasing Professional mentions the features and
describes the benefits.
You use emotional appeal when you reference what you have learned about the prospective
resident’s wants and needs. This is the point where all of those carefully asked questions
and carefully stored away answers help you make the sale.
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Leasing Demonstration & Follow-Up
National Apartment Leasing Professional
Participant Guide
Consider the following conversation between Linda, the Leasing Professional, and Jane
Jackson, a prospective resident. “Jane, our building’s architect used a lot of foresight when
designing this apartment. You will notice that your kitchen is equipped with a convenient,
General Electric, glass-top stove. Just think, you’ll be free from having to clean burners
and have more time to have fun on the weekend.”
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In this conversation, Linda has:
Called the prospective resident by her first name.
Referred to the kitchen as “your,” which offers the prospective resident possession and
establishes the apartment as her new home.
Described the feature (glass-top stove) and the benefit (convenience of easy cleaning).
Described the emotional appeal by pointing out saving time and enjoying more freedom
from tedious chores.
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When applying the technique of feature-benefit-emotional appeal, you can test any
statement. State the feature. Describe the benefit. Ask yourself, “So what?” If the answer
is “Nothing,” you have not applied emotional appeal. Add emotional appeal and then test
the statement again.
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National Apartment Leasing Professional
Feature-Benefit-Emotional Appeal Selling Exercise
The following exercise is also found in the Participant Guide. It may be completed in class
or assigned to be done after class. Below are some of the more common “features” that a
Leasing Professional will describe to a prospective resident.
Window
Ice maker
Fireplace
Sliding door to balcony
Microwave
Emotional Appeal
Sunlight for plants
Homey feeling
Convenience
Ease when entertaining
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Indirect lighting
Benefit
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Feature
Ceiling fans
Nook
Bookcases
Vaulted ceilings
Breakfast Bar
Extra Electrical Outlets
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National Apartment Leasing Professional
Feature
Benefit
Participant Guide
Emotional Appeal
Disposal
Pantry
Trash compactor
Balconies/Patios
Other:
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Stainless steel sink
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Create a sentence for two features from the list above using the Feature-Benefit-Emotional
Appeal selling approach:
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Leasing Demonstration & Follow-Up
Participant Guide
National Apartment Leasing Professional
Safety Tips for the Leasing Demonstration
As with any job, the Leasing Professional must be aware of personal safety. A few
precautionary steps will minimize any unpleasant episodes during the leasing demonstration.
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Always insist on government-issued photo identification if required by your company.
Make certain that the property posts a sign in the Leasing Center that states this
requirement.
Write the prospective resident’s information on the Guest Card before the demonstration.
This confirms the prospective resident’s identity. Leave the identification and a note of
the time when you are leaving in the Information Center while demonstrating the
apartment home. No exceptions are allowed. This policy must be followed at all times
to avoid any discriminatory practice.
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Let another staff member or the answering service know which apartment home you
are going to demonstrate. If you are alone, you could lean into another office and
announce to “an invisible person” where you are going. This leaves the impression that
you are not alone and your whereabouts are known.
If you feel uncomfortable about the intentions of the prospective resident, you could
take another staff member with you for “training purposes.”
If no other staff member is available, ask a service team member to meet you at the
apartment so that the “difficulty you had earlier in the day with a sticky lock” will not
prevent the demonstration.
If your community has a walkie-talkie, take it with you.
Do not enter an apartment home in front of the prospective resident. Open the door
and invite them to enter first. Do not allow the prospective resident to be positioned
between you and the door. Never close the entry door. Latching doorstops are effective
and/or dead bolt plungers can be left in the locked position to prevent the entry door
from quickly and easily closing.
Install a kickstand on the model door. Suggest the prospect tour the apartment on their
own if you feel uneasy.
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National Apartment Leasing Professional
Participant Guide
Keep a clear path to the exit. Do not walk into closets, small bathrooms, storage rooms
or small, confined areas. Encourage prospective residents to enter these areas so they
can inspect them for themselves.
Turn on all lights in the apartment home.
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If no one is available to support you, schedule an appointment with the prospective
resident to return and see the apartment home when you will not be alone. Be sure to
document the incident and be consistent with all prospects who attempt to view the
property while you are alone.
Speak with your supervisor about other recommended safety precautions that are
specific to your community and company and whether they are available in written
form.
Fair Housing Implications in Demonstrating
Throughout the leasing presentation, remember the two “Golden Rules” of Fair Housing:
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Be consistent
Treat everyone the same
By applying these two rules during the leasing demonstration, the Leasing Professional will
avoid the risk of a discrimination problem.
Be consistent in planning the leasing demonstration—the Leasing Professional should
provide equal access of vacant apartment homes to everyone who is interested in leasing
one. For example, every prospective resident that wants a two bedroom, two bath apartment
home away from the pool, but near the lake, sees the same apartment homes as long as
the apartment homes are available. Using a defined tour path with every prospective
resident is ideal.
While conducting the leasing demonstration, the presentation should be objective and
devoid of remarks or jokes about protected classes and of comments that discourage a
protected class from leasing an apartment home. Every effort should be made to avoid
“steering” a prospective resident to an area or a specific location that reflects on a protected
class. Drawbacks should not be overemphasized.
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National Apartment Leasing Professional
Treat everyone the same. Leasing professionals deal with individual behavior styles and
personalities. Yet people should not be stereotyped or treated differently because they are
in a protected class. Offer the same price, special, discount, deposit, and fees to everyone
shown a specific apartment home throughout the business day.
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If a disabled prospective resident requests a modification to the apartment or an
accommodation to a community policy, the Leasing Professional should tell them that they
will need to consult with their supervisor regarding the request and that they will communicate
with them as soon as possible with the answer to their request. It is better for a Leasing
Professional to ask a supervisor before promising something that they might not be able to
deliver.
These tips will help keep the Leasing Professional free of discriminatory actions. For more
information, attend the NALP Legal Aspects Course.
When Does Closing Begin?
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When the prospective resident signs the lease agreement and all required funds
are collected, it is said that the Leasing Professional has “closed” the sale. Closing is
actually inviting the prospective resident to lease an apartment. It is asking for the
lease. If a Leasing Professional has thoroughly identified the prospective resident’s needs,
built a great rapport and given a great leasing presentation, “closing” will be simple. The
actual lease signing is just the final step in the full and personalized sales process.
Even though a well practiced tour can make closing easy, it is one of the most poorly
practiced parts of the demonstration. Second Quarter 2004 shopping reports performed
by the Ellis Management Company noted the Leasing Professional asks for the deposit
only 63% of the time! If you will learn how to comfortably ask for the deposit, you will
stand out from the crowd!
If a Leasing Professional has thoroughly identified the prospective resident’s needs, built a
great rapport and given a meaningful leasing presentation, closing will be a natural
conclusion.
“Closing” begins at the first contact with the property. This first contact could include driving
by, surfing the net, hearing a personal reference or seeing an ad. The entire leasing process
is geared toward having the prospective resident develop trust in you and recognizing you
as someone who understands their wants and needs. The process culminates in the “close.”
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Participant Guide
The Leasing Professional begins to “close” when first gathering information and qualifying
the prospective resident over the telephone. Closing occurs when the Leasing Professional:
1. Finds out about the prospective resident’s needs and wants and then begins to provide
solutions that address these needs and wants.
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2. Greets the prospective resident and helps them define their wants and suggests a tour
of the apartment community, model apartments, and vacant apartments.
3. Demonstrates the apartment community and home, and uses the feature-benefitemotional appeal strategy that “links” the prospective resident to the community.
4. Returns with the prospective resident to the Leasing Information Center and summarizes
the solutions to the prospective resident’s needs and wants.
5. Assists the prospective resident with the completion of necessary paperwork.
Remember the ABC's of Closing: A
B
C
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What are the Major Elements that are the Basis for the Sales Model?
1. The telephone contact;
“Closing” is demonstrated by appointment-setting, creating a sense of urgency, and securing
a commitment to visit the property.
2. The greeting;
“Closing” is demonstrated by an enthusiastic welcome, a gracious invite, and a professional
introduction.
3. The leasing interview;
“Closing” is demonstrated by qualifying in a thorough, yet conversational manner, utilizing
strong listening skills, understanding body language, discovering needs and wants, and
describing features/benefits.
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National Apartment Leasing Professional
4. The leasing demonstration; and
“Closing” is demonstrated by personalizing key features/benefits to create desire and
interest, using trial closes, and resolving objections in order to close.
5. The close.
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Pyramid of Relationship Selling
Telephone Contact
Rapport Building
Needs Assessment
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Showcasing the
Community
Closing
FollowUp
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Leasing Demonstration & Follow-Up
National Apartment Leasing Professional
Participant Guide
The Pyramid shows that closing is the fifth step in a process that starts with a telephone
contact. Yet closing is related to—and a part of—all of the other previous steps.
Experienced Leasing Professionals will recognize this immediately but for others, closing
may be somewhat confusing. They may have questions like:
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When do I begin to close the lease?
How can I recognize when the prospective resident is ready to close?
How do I ask for the close?
The following activities are part of the closing process:
Identify the prospective resident's needs and wants and then have a plan to address
these needs and wants.
Greet the prospective resident, help them define their wants/needs and suggest a
demonstration of the apartment community.
SA
M
Demonstrate the apartment community and home, and use the benefit-featureemotional appeal strategy to “link” the prospective resident to the community.
Upon returning with the prospective resident to the Information Center, summarize why
the community is the right one for them while focusing in on the benefits and the
prospective resident's needs and wants.
Assist the prospective resident with the completion of necessary paperwork.
As indicated earlier, closing begins with the first contact at the property. The function of
actually signing the lease document generally occurs at the end of the “pyramid.” In other
words, you would never ask a prospect to sign a lease the minute you welcome them to
your property. Nonetheless, at the initial handshake and throughout the prospect’s visit,
your professional presentation lets the prospect know you want and will ask for their lease!
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National Apartment Leasing Professional
Dynamics of an Effective Leasing Presentation
What techniques can a Leasing Professional use to address a prospective resident’s rental
needs and wants?
P=
I=
E=
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Remember the acronym PIE. It stands for:
Persuade - Persuading the prospective resident begins with the first contact.
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The Leasing Professional appeals to the ego of a prospective resident by convincing him
that he is important and that moving into your apartment community will meet his needs
and wants. Persuasion is accomplished by open communication, linking the prospective
resident’s needs and wants to the apartment community and home.
Inform - Superior product knowledge allows the Leasing Professional to provide the
prospective resident with the quality, depth, and breadth of information necessary to
convince the prospective resident that they should move into the apartment community.
They should be provided with logical reasons for living in the community. Informing should
take place through involving, not just telling. Remember, “If you show me, I may remember.
If you involve me, I’ll understand.” Employ the feature-benefit-emotional appeal method.
Enthuse - Informing through enthusiastic conversation and demonstration will have a
positive impact on a prospective resident. The Leasing Professional should remember to
stay prospect-oriented not just product-oriented throughout the presentation. Do not fall
into the trap of the “amenity blast”—just exploding a list of amenities to the prospect hoping
one or more will be meaningful.
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National Apartment Leasing Professional
Participant Guide
Resolving Objections
What is an objection?
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Almost everyone can find something to object to in an apartment community or apartment
home. Perhaps the location is just not right, the lighting is wrong, the price is too high, etc.
The successful Leasing Professional recognizes these objections as opportunities to close
more effectively.
An objection is a reason or opinion that can be either stated or just thought that focuses on
the negatives of a feature and/or benefit. Sometimes an objection can be hidden or
unknown. Then the Leasing Professional must use effective questioning techniques to
uncover it.
On the surface, an objection is something the prospective resident feels is not right. It
might be a problem within the apartment home, within the apartment community, or perhaps
within the larger community or area as a whole.
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A prospective resident’s objection is a stated or implied reason or hesitation that
influences the prospective resident’s decision to reject the apartment home and/or
community. A prospective resident may raise an objection to seek answers or solutions
from the Leasing Professional so that they can say, “Yes!” to the sale. An objection is a
“buying signal” in which the prospective resident is seeking logical reasons to buy.
Some objections are easy to resolve!
Objections that are easier to resolve are those where the prospective resident misunderstood
what was said or has an incorrect impression. Simply restate the correct information without
assigning blame to the prospective resident for the misunderstanding.
Other objections are more difficult!
Some objections are more difficult. These are the ones that are essentially true.
Acknowledge the objection, admit it and attempt to reverse it by finding another benefit in
the objection. This may take planning but if the objection is true, you will hear it often
enough that you will be able to plan a response. In the case where you know that the
issue is true for all apartment communities in the area, inform the prospective resident of
this fact.
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National Apartment Leasing Professional
There are five general types of objections:
P
P
P
P
PL
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P
How does a Leasing Professional deal with the five major types of objections?
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A Leasing Professional deals with the five general types of objections by learning to recognize
each type of objection and practicing ways to resolve each one.
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National Apartment Leasing Professional
Participant Guide
The Private Objection
A private or hidden objection is something the Leasing Professional “senses.” Because it is
not communicated, it may be difficult to identify.
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If the Leasing Professional senses a private objection, summarizing the benefits and
features again to see if something has been overlooked is a good technique. Other strategies
include asking the prospective resident:
“May I ask why are you hesitating?”
or
“Have you seen anything you like better?”
or
“Was there something about the apartment you do not like?”
or
“What more can I do to help with your decision?”
or
“Are there any concerns or issues that I’ve failed to address?”
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Summarize the features and benefits that the prospective resident already recognizes as
reasons to choose this apartment home and community and ask, “What else are you
thinking about?”
The Price Objection
It is natural for some of us to want more than we can afford. This may be a private or
hidden objection because the prospective resident does not want to admit this.
The Leasing Professional may resolve this objection by emphasizing the value of living in this
apartment community. You can enhance value by reviewing the features and benefits that
make the apartment home worth the price. Sometimes the price really is out of the prospective
resident’s reach. Yet often the apartment home price is within their reach if the Leasing
Professional can convince the prospective resident that money will be saved in other ways,
such as a shorter drive to work or no more need to join a private club for pool or fitness use.
When a prospective resident states that the rent is too high, the Leasing Professional
should ask, “How much is too much?” to establish the dollar and value amount that must
be discussed. Or discuss what the prospective resident has budgeted for housing so you
can fully understand their desired rent, utilities and expenses.
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National Apartment Leasing Professional
The Place Objection
Factors such as work, shopping, school, and recreation make some locations preferable to
others. The location of the apartment community cannot be changed but the Leasing
Professional can prepare for this objection in advance.
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Make sure your presentation lists the benefits of the existing location. Personalize them to
each prospective resident. Few locations will satisfy all the needs of all prospective
residents. It is a trade off. The better you know the needs and wants of your prospective
residents, the easier it will be to overcome this objection.
For example, the prospective resident may mention that the apartment community is too
close to the shopping center next door. The Leasing Professional can turn this into a
positive by stating that a lot of the residents enjoy the conveniences associated with being
close to the shopping center and the short drive to pick up last minute grocery items.
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When a prospective resident states that a location is not desirable, the Leasing
Professional should ask questions to uncover specific location issues. This way, an
appropriate objection recovery statement could be made to address the concern.
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Participant Guide
The Prejudice Objection
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A prejudice objection reflects an individual’s preferences for specific features that are not
available in the apartment home and/or community. Many of these objections can be
anticipated. By composing a list of possible or previously stated objections, the Leasing
Professional can prepare for and anticipate objections that may arise.
Example: The successful Leasing Professional anticipates prejudice objections and deals
with them directly. For example, the Leasing Professional acknowledges the small square
footage of a kitchen by stating, “This is our stepsaver kitchen.” It might be noted that space
saved in the kitchen was used to make a larger living area where space was more
important. The Leasing Professional may also add that a compact kitchen means less
cleaning time.
Con
More space in the apartment and reduced
utility costs.
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No washer/dryer
Pro
No fireplace
More wall space for flexible furniture
placement.
Small pool
Your rent dollars are not being wasted to
maintain a large amenity that is used
infrequently.
Limited parking spaces/no street
parking/no garage
Reduced vehicle noise. Reduced gas
fumes, emissions. Non-residents are not
using our lots.
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The Procrastination Objection
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This objection is less a result of the apartment home and community and more a result of
the prospective resident’s state of mind. The objection is that “I’m not ready to make a
decision at this time.” The Leasing Professional should handle this type of objection
carefully.
If the inventory of apartment homes is low, one way to handle the procrastination objection
is to create a sense of urgency.
Remind the prospective resident of limited availability of this type of apartment home and
how the prospective residents may lose out on a home that meets their needs and wants.
The Leasing Professional should try to discover when the prospective resident would be
ready to make a decision and should schedule a follow-up appointment.
By making a statement such as in the following example, a positive sense of urgency can
be created:
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“It would be nice to have an apartment home of your choosing. While the perfect apartment
community probably does not exist, based on everything you have shared, our community
comes pretty close.”
Procedures for Resolving Objections
What are some good procedures for resolving objections in general?
The keys to resolving objections are to anticipate them and have alternatives available.
There are three techniques that may be used with objections in general:
Admit it;
Explain it; and
Resolve it.
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Participant Guide
Admit It!
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Unless the prospective resident has misinterpreted something, or the Leasing Professional
has misspoken, the prospective resident’s objection is valid, at least to them. The Leasing
Professional should admit it and agree with the prospective resident. The Leasing
Professional should build on this agreement by pointing out the advantages of living in this
apartment home and community.
The Leasing Professional should anticipate an obvious objection and deal with it in the
feature-benefit-emotional appeal sequence. The Leasing Professional should seek
agreement, and avoid conflict and arguing with the prospective resident.
An example may be: “This kitchen is too small.” “The kitchen is small. When we designed
the step-saver kitchen, we used the extra square footage in the bathroom. Anyway, aren’t
counter space and cabinets the most important feature in the kitchen?”
Explain It!
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Prospective residents will disagree on features. One will like the location of the main bedroom
and bath being connected; another will not. The successful Leasing Professional puts each
objective in a positive perspective.
For example, if the feature is a main bedroom and bath being connected, then the benefit is
convenience at night. Or, reverse the process for the prospective resident that sees it as just
the opposite. When the feature is the bathroom across the hall from the main bedroom, the
benefit is that guests do not have to pass through the bedroom to reach the bathroom facilities.
Finding the positives or the advantages requires advanced thought and planning by the
Leasing Professional. Again, it is best to prepare for possible objections by listing the
advantages of each proposed negative. A skillful Leasing Professional accentuates the
positive and minimizes the negative.
These situations provide an opportunity to use the Feel/Felt/Found technique.
When a prospective resident objects to something, you as the Leasing Professional should
first acknowledge their concern by expressing that we understand how they feel. Then, we
state that others who have leased at our community originally felt the same way. Finally,
much like relating a testimonial from a satisfied customer, we describe how these satisfied
residents eventually found that their concerns were resolved and they moved in.
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For example: “I can appreciate how you feel about wanting a place to exercise because I
understand how important daily exercise and fitness are to you. Interestingly enough, a
number of other people living here once felt the same way you do.
Resolve It!
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However, after looking around the area, they found that our rental rates were considerably
lower than communities that have to pass the costs of equipping and maintaining the
clubhouse facilities onto their residents. In fact, the money that these residents have saved
has allowed them to join the local fitness club down the street.”
There are two approaches to resolving an objection. One is the boomerang, in which the
Leasing Professional resolves the objection by turning a negative into a positive. For
example, if the trash center is located close to the apartment home and detracts from the
overall appearance, the Leasing Professional points out that it is convenient in bad weather
since fewer steps are required for disposal.
Example: Small bedroom = larger general living area.
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A second technique to resolving an objection is to use sincere empathy to identify with the
prospective resident’s situation or feelings. Empathizing with the prospective resident on
how they feel shows that the Leasing Professional cares and is listening to the prospective
resident’s needs and wants.
Empathetic statements usually begin with “I can see why you are [feeling].” Then, the
Leasing Professional could explain to them that they are not the only ones who object to a
specific concern. Continue to resolve the objection by using the Feel/Felt/Found technique.
For example: “I can see why you are concerned about the storage space and feel that it
would be difficult to store your belongings. Others have felt the same way. That is why we
make our service team members available to install additional shelves when needed.
Residents have found that these ‘extra’ shelves solved their storage issues.”
Once again, in handling the objection with a straightforward approach you are conveying
trust and again providing solutions for the prospect.
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Participant Guide
Objections Activity
This activity will help participants to: (1) observe resolving objections in action and (2)
practice resolving objections with other participants. Follow your instructor’s directions.
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Please give responses on overcoming these negative statements.
1. I really want a third floor apartment.
2. I would like to be closer to my work.
3. I need more storage space.
4. I do not think my furniture will fit.
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5. This apartment is too far from the Information Center and too close to the tennis courts.
6. It is really more than I can afford.
7. I need to think more about this.
8. I do not think my husband would like this arrangement.
9. I think XYZ Apartments is offering a $200 move-in promotion and I’d like to check this
out before making a commitment here.
10. You do not have ____________________ here. (i.e. garages, microwaves, Internet
access, extra storage area, etc.)
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Leasing Signals
The following is adapted from the “7 Secrets of Apartment Leasing” by Eric Cumley:
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Recognizing an opportunity to close the sale is a skill developed by all successful leasing
people. There are no set rules for the timing of a close, only some general guidelines.
Remember, the prospective resident expects you to provide opportunities to close the sale
and invite him to live in your community.
Direct closing opportunities generally occur after the Leasing Professional has presented
the product, explained the benefits and, based on the prospect’s needs, addressed
objections and gained the prospect’s trust.
You will improve your closing skills by:
Listening to what the prospective resident says;
Observing their body language and other nonverbal behaviors;
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Showing sincere concern regarding their new home; and
Understanding what they think as well as what they feel.
You are “reading” the prospective resident so that you can gauge the timing of your closing
statements. The most opportune times for closing statements are during the demonstration
of a model apartment home, at the conclusion of the demonstration, and while returning to
the Information Center.
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Assuming that an apartment home that fulfills the prospective resident’s needs and wants,
is available and the prospective resident is qualified, the Leasing Professional can
increase their closing ratio by following these steps:
1. Recognize buying signals.
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2. Reinforce buying signals.
3. Evaluate interest and sense of urgency.
4. Offer reassurance.
5. Close by inviting the prospective residents to lease. Personalize each statement: “Your
new address,” “Your rental rate,” or “Your carpet color.”
Recognize Buying Signals
Buying signals are verbal and non-verbal.
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Verbal signals are reflected in the positive answers to specific questions. For example,
as the living room is being shown, ask the prospective residents, “What do you think
about the wonderful view?” If the prospective resident responds favorably saying, “Yes
I like it”, or “I really like this apartment, how much again is this one,” they are sending
buying signals.
Non-verbal signals are messages translated through facial expressions and body
language. As we have seen earlier in the NALP program, body language can say more
than verbal communication.
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Below are a few of the more prevalent buying signals. Put a checkmark in the box in front
of the buying signals that are non-verbal:
Relaxing the body and maintaining good eye contact.
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Nodding positively to the Leasing Professional’s questions—saying yes five or more
times.
Beginning to calculate with a pencil or calculator.
Writing notes.
Studying the brochure carefully.
Smiling and showing enthusiasm.
Talking about the placement of furniture.
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Discussing rental payments, pro-rated rent, move-in dates, availability.
Asking a spouse or friend for an opinion.
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Reinforce Buying Signals
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When the prospective resident is sending buying signals, reinforce those signals. For
example if the prospective resident says, “I sure do like this bedroom and my queen size
bed would look good in here,” use the “Tell Me” question to draw more information and
reinforce the signals with the prospective residents. For example: “Tell me what type of
furniture do you have?” This encourages the prospective residents to talk about their
furnishings and then visualize living in the apartment home.
Answer: A “trial close” is a statement made by the Leasing Professional which asks the
prospective resident to decide on a minor point or to think about their feelings or reactions
to a specific feature or benefit of the apartment home, community, or area.
When the Leasing Professionals see one of these buying signals, they should initiate a
trial close. Here are a few examples of a trial close:
“How do you think your roommate would like this view?”
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“Will you need access to our fitness center in the evenings?”
“How does this fit with your housing needs so far?”
By stating a trial close, you are asking the prospective residents to “try” the apartment or
its benefits, features, amenities, etc. Keep in mind that when you initiate a trial close, you
must give the prospective residents time to think and reply before speaking again. There is
a fine line between closing and pressuring.
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Evaluate Interest
“Is this what you had in mind?”
“What do you think?”
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“Would this apartment home work for you?”
These three questions reveal the level of interest and sense of urgency of the prospective
residents. Asking these questions helps the Leasing Professional decide on the next plan
of action. For example, if the prospective resident answers the questions by saying, “No, I
think I need something larger,” this gives you the opportunity to complete a quick needs
check to ensure that the next apartment home shown fits the prospective resident’s needs.
Because prospective residents frequently buy based on emotion, the Leasing Professional
can ask:
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“How do you feel so far about everything that I have shown you today? Is this what
you had in mind for yourself?”
This open-ended question will draw more information from the prospective resident and is
considered a trial close.
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Offer Reassurance
1. Give the prospective resident your undivided attention throughout the tour.
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2. Display and discuss the application early in your conversation. (Perhaps have the
application handy in the model or during the tour to discuss with the prospective resident
prior to returning to the office. This softens the closing process.)
3. Remind the prospective resident that you are here to help them find an apartment
home they will enjoy.
4. Summarize some key benefits that interest the prospective resident.
For example: “Well, Olivia, I know you will love relaxing after work in the sauna and
strolling along the community walk in the evenings.”
5. Give the prospective resident a reason to take action and lease.
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6. Empathize with the prospective resident. Renting an apartment is a serious decision,
one in which you are professionally trained to offer assistance.
7. Remind the prospective resident of the many satisfied residents who already live at
your community.
8. Discuss the professionalism of your management and service teams.
9. Use a Feel/ Felt/ Found statement. “I know how you feel. I’ve felt the same way. I’ve
found it helps to ....”
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Securing the Lease
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By this point, you have built a trustworthy rapport with the prospective resident. You want
them to move forward with leasing an apartment home. So give the prospective residents
valid and honest reasons to take action. Our prospective residents do not want to be sold
or manipulated into leasing an apartment home. Let the prospective resident know that
you want them to take action. Use these reasons to reassure and encourage them into
action:
“I’d like to have everything ready for your move-in date (REASON). Shall I get started?”
or
“I want to ensure no one else will get this apartment (REASON). And since it looks like
this apartment home could be a good fit for you, let’s get your deposit recorded and your
application completed…”
or
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“Since your time is valuable and searching for an apartment home can be exhausting
(REASON), why not end your search here and take this apartment off the market by
reserving it with your application and deposit?”
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Close by Inviting the Prospective Resident to Lease
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Closing, or getting a commitment, actually begins the moment a prospective resident
arrives at the Leasing Center. Everything we do from greeting the prospective resident,
through demonstrating the apartment, to resolving objections, is designed with one aim in
mind: to get a lease! It is the crucial point on which the success of the leasing effort
depends.
Remember, there is no exact statement that will work in every situation and with every
prospective resident.
Careful review and practice will make closing a comfortable process for you! Many leases
have been lost simply because no one asked for the lease! Remember only 63% of
Leasing Professionals do! To better understand closing, let’s understand what closing is
not.
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List some examples of what closing is not:
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Ask for a Commitment
If you don't _______________, you won’t _______________.
_______________ and you shall _______________.
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Ask for a commitment and invite the prospective residents to lease. Ask for their
business! Some “asking” statements that lead to the close:
“Is this what you had in mind?” – If the prospective resident says yes, then this is an “open
door” to ask, “Would you like for me to take this apartment home off the market for you?”
“From everything you discussed, I have narrowed the list down to three excellent choices.
We do have others. I’ve chosen in accordance with your specific needs.” Be careful
not to violate Fair Housing laws. Hopefully the prospective resident will tell you which
one works for them and then you can proceed with asking for the deposit. “Great, I will
go ahead and take apartment #625 off the market for you. I will just need your $100
deposit.”
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“You mentioned to me how important it is that you have a short commute to your office
and we calculated a 15-minute drive to your office from here. You also mentioned that
you needed to save money and our mini-blinds are already included in the apartment
saving you those upfront costs. And you stated that your monthly housing budget is
$800 and this apartment is only $775. Since we are able to meet your important housing
needs, it makes good sense to make this apartment your new home. Shall we begin by
taking your $100 deposit now?”
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What If the Prospective Resident Says No When You Have
Asked a Closing Question?
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Do not assume that the first “no” really means “no.” Why? The prospect may still have a
concern or question that has not yet been resolved or answered. It may just mean “I’m not
yet ready.”
In fact, statistics say that people most often will say “no” and still make the commitment.
As a Leasing Professional, your job is to encourage your prospect to tell you why they are
not ready to lease. As you ask and they explain the “no,” you actually become better
enabled to invite them to lease.
Continue to find out what it will take for the prospective resident to select your community.
Take advantage of the moment and the efforts you have made during your entire presentation.
It is easier to keep enthusiasm high now than to start all over at a later date. Be positive
and maintain a relaxed atmosphere.
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Sometimes asking “What will it take for you to lease an apartment home today?” will unveil
the true reason or objection for not leasing. Now you can overcome the specific objection
by using a planned strategy discussed earlier in this program. If the prospective resident
needs to return with a spouse or friend, try to schedule a follow-up appointment for their
return visit.
A “no” gives you the opportunity to prove your professionalism, to show you are ready to
respond to whatever the concern is and that you care about whether this prospect
becomes your resident. Encourage the “no's!"
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Closing Techniques
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The "Summary" Close - This allows you to guide your prospective resident to make a
decision by summarizing all the positive points about the apartment and the community
that the prospective resident liked. The effectiveness of this close depends on how well
you listened to your prospective resident. Be sure to follow fair housing rules. For example:
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The "Personal Invitation" Close - This should be used in every presentation along with
other closes. It basically is a sincere invitation to the prospective resident such as:
The "Assumption" Close - This is showing the prospective resident your confidence in
your community and that it is not a question of whether they will lease, but which
apartment they will move into. Example:
Which Close - This is an extension of the Assumption Close. The Alternate or Which
Close uses opinion gathering questions such as:
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The “Only One” Close - This close stresses that while this apartment may be the “only”
one of its kind that suits all the prospective resident’s needs, you would hate for them to
miss out on it. For example:
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The "Price Increase" Close - This is actually another type of the Urgency Close. The
price may be increasing or a special is only for this week. If they wait, the rate may be
higher. Statement:
The "Acceptance" Close - Simply use the psychology that people have a need to be
accepted in society. Remind the prospective resident that you have other people that work
at the prospective resident’s company and that they will feel right at home in your community.
Avoid mentioning a protected class so you do not violate fair housing laws. Example:
The "Yes" Close - By asking questions that will obtain a “Yes” response, this close should
allow the prospective resident to say “Yes” when they are asked for a deposit. Example:
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The "Commitment" Close - This is a good closing technique for prospective residents
who have just begun looking for an apartment and feel unsure about making a decision
before looking at other apartments. Offer to hold the apartment until 5:00 p.m. that
afternoon. This may require a partial deposit depending on company policy. Example:
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The "24-Hour Hold" Close - This close simply means holding the apartment for 24 hours
or less. Example:
The “If I Could...Would You” Close - If there is a particular objection your prospective
resident has, get their commitment that they would lease if you could “fix” it. If the prospective
resident says that there is not enough closet space, your reply could be
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The "Priority Waiting List" Close - This is used when a prospective resident is looking
out into the future—past the time when you have apartments available. Encourage the
prospective resident to still complete an application and leave a partial deposit. When an
apartment becomes available, the prospective resident can either take it or change their
mind and their deposit is fully refundable (check your policies and procedures). Sample
statement:
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The “What Did I Miss?” Close - In this close, you ask the prospective resident why they
have not made their decision to lease. For example:
(If the prospective resident has a hidden objection, they will now identify it, giving you the
opportunity to resolve and continue closing.)
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Name That Close Activity
Several closes have been placed in a bowl. Select two closes from the bowl. Role-play a
closing strategy on the instructor when you have a close that you feel would apply to the
scenario presented. Be ready to answer: Which closes would you use and why?
Possible closes:
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1. Mr. Okura is unable to move for one month. The apartment home is available now.
Only your manager can make this decision.
2. Russ is overwhelmed by all of the things he has to keep in mind about apartment
hunting. He likes most of the features about your apartment home but is still not sure
what is the best thing for him to do.
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Possible closes:
3. John is a student at the nearby college and brought his parents to take a look. He likes
the location because it is convenient to the nightlife. His parents like the controlled
keycard system as well as the lighted parking.
Possible closes:
4. Robin and Alex seem to be unable to agree on anything. Each likes certain features
but not all of them.
Possible closes:
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5. The Tanner family agrees with everything you say but provides you with very little
information about themselves and their wants and needs.
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Possible closes:
6. Eric and Maria will be married next month. She seems more interested in the apartment
home than he does. Your guess is that money may be a problem for them.
Possible closes:
7. Tom is in town for two days, preparing for a move next month to your part of the city.
He did not have time for an apartment tour but raved about your location and the
recreational amenities.
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Possible closes:
8. Dana and Jordan are single roommates who are very busy with their careers and
schooling. They frequently eat out but are often seen poolside most Saturdays at their
current apartment community. They are both watching their budgets because of
expenses related to their doctorate degrees.
Possible closes:
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Continue Supporting the Prospective Resident Even After the Close
Be ready to offer assurance as soon as the prospective resident completes the application
and pays the deposit. It is normal for the prospective resident to wonder at this point if they
have made the right decision and to seek assurance. Say something like:
or
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“Please feel free to contact me with any questions that may arise.”
“I am so glad you have decided to experience the great lifestyle that our community
offers.”
Using reaffirming statements will boost your prospective resident’s confidence in their
decision to lease and increase their sense of ease. Invite them to attend a resident
function. Use feel-felt-found statements to reassure the prospect you understand the
importance of his decision.
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Follow-Up
“Of the five communities I visited, only one sent a follow-up thank you note. That friendly
and professional note influenced my decision to return to your community and lease.”
Follow-up, along with closing, is one of the poorest scored areas of a shopping report.
If a prospective resident leaves your office without actually closing the sale, do not file the
information and forget it. A Leasing Professional performs follow-up to build on the rapport
created and to invite the prospective resident back to the community for another visit.
Some Follow-Up actions that can enhance your chance of closing with your prospective
resident:
1. Ask permission to follow up before the prospective resident leaves. Here is a
great way to ask: “I’d like to stay in touch to answer any questions you have that may
come up. Is it all right if I drop you a note or give you a call or is e-mail preferred?” If
they do not want you to follow up, they will tell you. Perhaps they have not informed
others that they are moving. You will avoid an awkward situation.
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2. Follow up with everyone who indicates they would welcome follow-up. Remember to
be consistent in your follow-up procedures and use the method approved by the prospect.
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3. Follow up immediately by leaving a message on their voice mail, answering
machine or e-mail. Be sure to use whatever method they have approved. A simple
message that states, “Hi, this is Jenna at Wonderful Apartments. You were just here
looking at our apartments and I wanted to thank you for visiting. I know you have a lot
of things to do to prepare for your move at the end of the month, so please let me
know if you have any questions. I can be reached at 555-555-5555.” Your voice will be
the first one they hear upon returning from a day of apartment hunting.
4. Write and mail a thank you note within 24 hours of their first visit. Personalize the
note by reflecting on the information gathered from the tour. Invite them back for a
second tour.
5. Stay in touch. Set up a schedule to follow up. Make one call per week based on what
you know to be the prospect’s needs.
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6. Send them a thank you note when they do lease from you. This sends the message
of reassurance to the prospective resident and continues to develop the lines of trust.
7. Make time for follow-up. Take five minutes immediately after the prospective resident
leaves to make the first phone call and then immediately write the thank you note.
Then set aside 15 minutes each day for follow-up. Continue the follow-up process on a
weekly basis or until you discover the prospective resident has selected a new home
elsewhere. If the prospective resident tells you he has decided to lease with the
competition, ask why. Evaluate the answer to determine if you could have satisfied the
prospective resident’s objectives at your community.
8. Log your follow-up actions by noting the time and dates of calls, and the
follow-up correspondence that was sent. Most Welcome/Guest Cards have a space
to record the follow-up actions. Make sure each contact with the prospective resident
is documented.
9. Log the follow-up efforts into some type of data base management software or
other method to evaluate the results of follow-up.
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Follow-up Note Activity
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Write a sample Follow-up note (you may not use the words “Thank you”):
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Fair Housing Implications in Closing
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Successful Leasing Professionals are “always closing.” They seek ways to resolve
objections, look for closing signals, and employ time tested strategies. But sometimes you
may wonder if certain strategies you use violate Fair Housing laws. Consider the following
examples:
May I provide discounts and incentives to certain groups such as the elderly and
the military?
Yes. Discounts and incentives are not prohibited as long as they are offered consistently
within that group. A discount to the elderly is allowable because you will find elderly
persons of all races, colors and nationalities, as well as elderly with families and elderly
persons with disabilities.
An “Incentive or Special Close” may only be used when applied to specific units and
not individuals.
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May I place a prospective resident on a “Priority Waiting List” or Future Resident
Club?
Yes. Priority waiting lists are legal if all prospective residents are informed that such a
waiting list exists, the number of persons on the list and that selection will occur in the
order that names were placed on the list. Leasing Professionals must avoid any request
from prospective residents that would require a violation of Fair Housing. When closing,
you must offer every prospective resident the same special or discount.
Example: “Although we do not have a studio apartment available for your desired move-in
date, for a deposit of $100, I can place your name on our “Priority Waiting List” so you can
be eligible for the next studio available. You would be the only person on the “Priority
Waiting List” for a studio at this time.”
The “Priority Waiting List" Close may be used only if all prospective residents are
informed that such a waiting list exists, the number of persons on the list, and that
selection will occur in the order that names were placed on the list.
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May I honor a request from a prospective resident who does not want to live near
families?
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No. Leasing Professionals must avoid requests from prospective residents that would force
the Leasing Professional to violate Fair Housing laws. One such request is for the
prospective resident to ask for an apartment home that is not near families. The Leasing
Professional cannot honor such a request. Rather the Leasing Professional should show
the available apartment homes and let the prospective resident choose the apartment
home they prefer. To do otherwise would be steering.
May I direct prospective residents with families to other areas of the apartment
community?
No. This is considered steering. While reasonable precautions should be taken to protect
all residents, the ultimate decision and responsibility for the selection of an apartment
home rests with the prospective resident.
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Remember: Always Be Closing (ABC), while remaining mindful of the Fair Housing laws
and guidelines.
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Summary
In summary:
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You have learned the dynamics of an effective leasing presentation—from how to effectively
prepare for and perform a property demonstration to how to lease apartments in a safe
and professional manner. You have also learned how to analyze and respond to human
behavior by recognizing closing signals and resolving hidden and stated objections. By
implementing all of the essential elements of the leasing model, the result is a new resident
in your apartment community.
1. Define, compile and use product knowledge while demonstrating an apartment home
and community.
2. Prepare for property tours.
3. Implement the Feature-Benefit-Emotional Appeal approach to Selling vs. Telling.
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4. Remember to use safety precautions during leasing presentations.
5. Remember the ABCs: Always Be Closing.
6. Recognize and use specific closing opportunities, resolve hidden and stated objections
and identify buying signals that help close a prospective resident.
7. Put your prospective resident at ease and implement one of the many “close” strategies
available for this stage of the leasing process.
8. If the prospective resident does not lease on the first visit, follow up with the prospective
resident right away. Immediate attention to the undecided prospective resident will
make you stand out among your competitors and persuade your prospective resident in
your direction thus allowing you to secure more leases.
9. Understand that ongoing practice will increase your confidence and improve your
professional skills. You will prepare for common objections, try various trial closing
statements, and practice effective closing techniques to enhance your success as a
leasing person.
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Exam
www.naahq.org/education
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The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA Web
site at:
You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
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For more detailed information on the exam and to download the Candidate Handbook,
please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
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Rental Policies
and Procedures
Rental Policies and Procedures
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
Copyright © 2009 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
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The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate,
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Table of Contents
5
Course Objectives
6
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Message to Apartment Community Leasing Professionals
Policies and Procedures Opening Remarks
7
Efficient Handling of Rental Policies and Procedures
8
Statement of Rental Policy Activity
11
Completing the Application
13
Application Verification
15
Rejecting an Application
17
18
Efficient Lease Preparation and Signing
23
The Law of Contracts
24
Four Basic Elements of a Contract
24
Elements of Lease Agreements
27
Avoiding Potential Lease Problems
29
Rental Lease Agreement Documents
30
The Move-in Process
31
Resident Relations
34
Fair Housing Implications
36
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Resident Processing Checklist
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Table of Contents (cont.)
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Examination
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39
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Glossary
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Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
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It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
This is one of a series of eight courses of the National Apartment Leasing Professional
(NALP) designation program. The other courses, in addition to this course, are as follows:
1. Keys to Success in Leasing
2. Telephone Presentations
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3. Leasing and the Internet
4. The Leasing Interview
5. Leasing Demonstration & Follow-Up
6. Rental Policies and Procedures
7. Legal Aspects
8. The Market Survey
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association, or contact NAAEI at 703/518-6141.
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Course Objectives
At the end of this course, students will be able to:
Effectively complete a rental application;
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Apply correct procedures in verifying a rental application;
Describe the key elements in apartment home contracts;
Successfully complete a lease agreement;
Identify tools and activities that help orient a new resident to the apartment community
on move-in day; and
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Recognize the fair housing implications related to the processing of rental paperwork
and policies.
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Policies and Procedures Opening Remarks
Up to the point where the prospect accepts the Leasing Professional’s personal invitation
to join the apartment community, the emphasis has been on getting to know the prospect’s
needs, matching the community’s features to the prospect’s wants and leasing in general.
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Once the prospect makes a verbal commitment to lease, the Leasing Professional adds
administration to the focus and becomes someone responsible for taking care of the many
details that must be addressed before the prospect becomes a resident.
This added role should be seamless; that is, the prospect should not notice any difference
in the Leasing Professional’s behavior. The conversational tone should remain professional
and upbeat. The Leasing Professional continues to find out about the new resident so that
the company can provide the level of service needed and expected.
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This part of your job description is viewed by the customer as your commitment to delivering
what was promised. The ease of this process will set the tone for the new resident’s
expectation of service in the future. Continue to use your relationship and rapport building
skills as the prospect transitions to resident. Remember, you never get a second chance
to make a first impression!
This program helps students learn how to smoothly transition the prospect into a resident.
It deals with the apartment community’s rental policies and procedures, the application and
leasing procedures, the move-in process, and providing new resident service and follow-up.
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Efficient Handling of Rental Policies and Procedures
It is important to recognize the change in a Leasing Professional’s responsibilities once the
prospective resident agrees to lease an apartment home. The Leasing Professional
should concentrate on administrative tasks that focus on the accurate execution of the
lease paperwork while continuing to use a professional sales posture.
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Accuracy is essential because these forms become an apartment community’s permanent
legal record. It is critical to know and understand specific lease language, applicable laws,
and the apartment community’s basic rental policy. At the same time, the Leasing
Professional will continue to use the rapport already established with the prospect as he/
she becomes a resident. This program will address the basics in handling rental policies
and procedures, but each company will have their own signature policies, which the
Leasing Professional must use to guide his or her activities.
Pay Close Attention to the Rental Policy
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Qualifying procedures are vitally important to the success of every apartment community.
Specifics about the qualification criteria are typically stated in a community’s written
“Statement of Rental Policy” or “Resident Qualifications Criteria.” This statement is usually
posted in clear view of all prospective residents in the leasing area of the Leasing Center.
In this way, the property is clearly communicating the qualifying standards that will be used
to determine the eligibility of an applicant while adhering to Fair Housing laws. Many
companies provide a copy of these policies to each prospect. It is the responsibility of the
Leasing Professional to adhere to the Rental Policy and not deviate from its specifications.
List some key components of an apartment community’s “Statement of Rental Policy”:
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Rental Policies
Rental Policies must:
1. Be
with the lease documents.
An inconsistency:
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An example of consistency between rental policy and lease policy:
for
.
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2. Do not put the apartment community at
Rental policies should not put a resident at risk. An example of a policy that may put
residents at risk: onsite management allows easy access to master keys or key box by
a large number of people which could lead to an injury suffered by a resident attacked
by someone who gained access to the property by using one of the unaccounted for
master keys.
Any rental policy that proves to be problematic:
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3. Be
National Apartment Leasing Professional
,
, and not unlawfully
.
Rental policies must ensure that the apartment community does not unlawfully discriminate
against a protected class such as race, color, religion, sex, handicap status, familial
status, and national origin.
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Example of reasonable policy:
Example of discriminatory policy:
.
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4. Do not lead to fraudulent
Rental policies must not trick or fraudulently cause a resident to enter into a written
lease. The home and features to which the prospects agreed should be the ones that
result from signing the lease.
The rental policy must be displayed in a prominent place in the Leasing Center. By
doing so the property, owner and staff are complying with the fair housing guidelines,
which prohibit discrimination based on the protected classes and communicates the
standards used in determining the eligibility of an applicant. It is critical that the Leasing
Professional reviews every part of the rental policy with every prospective and actual
resident.
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Statement of Rental Policy Activity
Equal non-discrimination on the basis of housing with regard to race, color, religion, sex,
national origin, familial status or disability status (in accordance with the 1988 Fair Housing
Amendment) should be the comprehensive policy of the management company or owner.
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The company and owner must comply with all applicable local, state and federal fair housing
laws. The following is a Sample Rental Policy and components specifically related to a
particular apartment community:
Example Statement of Rental Policy
Availability - Based on availability of specific apartments.
Monthly Rent Ratio - Can vary. Most experts agree it should not exceed 33 percent
of gross monthly income. Allowances from parents, scholarships, student subsidies
and/or inconsistent income such as alimony, commissions or tips will require written
verification.
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Fees and charges - Penalties for late rent, insufficient fund checks, also charges for
additional items such as storage sheds, covered parking, garages, and other amenities.
Application - To be completed by each applicant, adult resident or occupant without
omissions or falsifications and must be signed.
Credit Check - A complete check of credit history will be made. No bankruptcies?
Residence - Current and previous residences must report prompt payment record and
sufficient notice given.
Employment - Stable employment and income verification.
Credit Bureau - Satisfactory credit bureau rating. What about evictions? What about
medical account debt? What percentage of delinquent accounts will be allowed? This
must be consistent with all residents.
Criminal Check - Determine where and what crimes are disqualifying. Not all companies
conduct these investigations.
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Identity Documents - Identify and confirm original photo ID documents using a
government-issued ID.
Application Fee - Paid by applicant for verification of information.
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Age - All lessees must be of legal age to contract.
Roommates - Can vary. Some jurisdictions allow no more than two (2) residents per
bedroom. Each is fully responsible for the entire rental payment and both must sign the
lease.
Occupants - The difference between an occupant and a resident should be clearly
identified. An adult occupant will generally not have financial responsibility for the rent,
but an adult resident will. Be sure the distinction, if there is one, is clear.
Vehicles - Two (2) vehicles per apartment. Covered parking will be assigned to residents
when applicable.
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Water Furniture/Aquariums - Permitted on the first floor only. Residents must provide
a copy of insurance coverage prior to scheduled move-in date.
Rental Payment - The monthly rent is due on the first of each month. Will there be a
flat fee late charge penalty for all rent paid after the late date plus a daily fee thereafter
or just a flat fee? What is permitted by law? All returned checks will be assessed a $25
service charge plus applicable late charges as stated above.
Renters Insurance - Some communities require renters insurance.
Miscellaneous - Boats and trailers, if permitted, must be parked in designated areas.
Recreational vehicles may not be parked on the property. Discuss lock-out fees.
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Completing the Application
A Leasing Professional must become proficient in helping the prospect complete the rental
application. Completing the rental application requires patience, attention to detail and accuracy.
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Patience - It will take time to complete the rental application correctly. Both the Leasing
Professional and the prospective residents may find it tedious, especially if the paperwork
follows immediately after a demonstration. Avoid the tendency to rush. Try to alleviate
tension by maintaining a friendly demeanor and make this required activity as pleasant
as possible.
Attention to detail - The rental application requests much information and provides
very little space in which to write this information. Care should be taken to get all the
information required and record it as legibly as possible. Remember the applicant is
completing the form. The Leasing Professional acts as a guide for the applicant so long
as it is within state and local laws for the Leasing Professional to assist.
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Accuracy - This information will be used to qualify the prospective resident. Failure to
record information correctly may delay the move in, and in some cases, lead to the
prospect living elsewhere.
As a tool for the Leasing Professional, the Glossary at the end of this chapter contains
some common phrases asked while the application is being completed. The Glossary has
been provided in English and Spanish.
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The Leasing Professional should carefully explain to the prospective resident why all of
this information is being gathered—that it is being used to qualify the prospect for this
apartment community. The Leasing Professional should explain why particular items are
requested and how the information will help the prospect move in on time. The Leasing
Professional should let the prospective resident know that they will be contacted periodically
concerning the status of the application.
Leasing Professionals must acknowledge the additional anxiety of prospective residents
who have not yet mastered English. The Leasing Professional should take extra care to
communicate clearly and slowly, with frequent explanations so that all of the information
needed may be accurately collected.
As a general rule, it is better for the prospects to complete the rental application and then
have the Leasing Professional review it with the prospects. This means that any mistake
made on the application would have been made by the applicant and the Leasing
Professional will not be held accountable for the misinformation provided by the applicant.
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The Leasing Professional should review the information. The prospect has ultimate
responsibility for the accuracy of the information.
“Why So Much Information?” Activity
Why must a Leasing Professional know why each item of information is necessary?
Answer: Notes:
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Application Verification
After all the required information has been recorded on a rental application, the application
has been signed by all parties, and the appropriate monies have been collected, it is time
to begin an investigation of the applicant.
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Many management companies and owners use a company specializing in this service to
conduct an investigation and verification of the application while some apartment communities
rely on Leasing Professionals to help with or actually complete the investigation.
It is helpful to know and understand the verification process. This aids in keeping the
applicant informed of the progress of the verification process. Most management companies
use an application verification form to ensure that the verification process is consistent and
detailed for all prospective residents.
Typically an Application Verification Form includes:
Rental history from present and previous apartment communities;
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Employment history from present and previous employers;
Credit history from a local credit bureau;
Banking and personal references;
Criminal background check; and
Identification documents and verification.
When the application has been approved, the applicant should be notified immediately to
schedule an appointment to sign the lease agreement and accompanying paperwork.
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The Leasing Professional should discuss all necessary arrangements that the resident will
have to make prior to moving.
If the application is not approved, a document indicating the reason for rejection should be
kept in a permanent file, and the applicant should be notified immediately and in writing.
may be declined or rejected,
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Note that it is important to recognize that an
not an
.
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New resident keys should not be distributed until the lease agreement has been signed,
the effective lease date has arrived, and the security deposit and rent monies are paid in
full. The same rule applies for furnishings. Possession of an apartment home should
coincide with the date of the lease agreement.
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Rejecting an Application
It can be unpleasant and disappointing to call an applicant and tell them their application
has been rejected. Sometimes there are mistakes made in the process, typically within
the credit check, that prevent someone who may be qualified from being cleared to move in.
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The Leasing Professional cannot disclose specific information regarding the applicant’s
credit report to the applicant. The Leasing Professional should provide the credit bureau’s
telephone number and encourage the applicant to contact the credit bureau for a credit
report. The prospective resident will appreciate the concern and in the end, mistakes may
be cleared up in time for the applicant to sign the lease and move in.
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The Leasing Professional should be careful to follow the rules of the Fair Credit Reporting
Act. The Act specifically requires a written notice to the prospect if any of the reporting
companies returns a negative report and causes the application to be denied or require an
additional deposit. The notice is called an “Adverse Action Notice”. The notice simply
advises that the information was negative, where it was received and how the prospect
can contact the consumer reporting agency direct. The Leasing Professional is not
involved in correcting any problem on the report. Any applicant screening completed by a
third party vendor is also covered by the law. Most screening companies will automatically
print such a letter if an applicant is rejected due to failure of the company screening
criteria.
In 2003, the FACT (Fair and Accurate Credit Transaction) Act was passed. Its focus is to
stem the tide of identity theft. If a prospect is the victim of identity theft, or suspects that he
or she is a victim, the prospect can register a “fraud alert” on the account or even “block”
the account. This means that the credit report on that account cannot be used in evaluating
the prospect credit standing. The Leasing Professional must be sure that he or she is
aware of these issues and understands the company policy regarding them.
Third party screening companies also provide criminal checks. If the application is rejected
due to criminal history, again the prospect should be referred to the screening company to
resolve the issue if an error is suspected. Generally, the Leasing Professional is not given
the details of the criminal rejection, which again, requires the prospect to deal with the
agency, not the Leasing Professional.
Improper or invalid identification can be an additional reason to reject an application. These
rejections should always be handled with the assistance or direction of the Property
Manager.
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Resident Processing Checklist
Many companies use a Resident Processing Checklist. The purpose of this checklist is to
make sure that all of the steps in the process are recorded in sequence and that nothing is
omitted. Other companies allow the Leasing Professional to write directly on the application.
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Notes:
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On the following page is a sample Resident Processing Checklist.
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Sample Resident Processing Checklist
Resident’s Name:
Apt. #
Leased by:
Additional deposit for pet $
Amount of Re-letting fee $
Bldg. #
Today’s Date:
Move-in Date:
Security deposit $
Pro-rated rent $
/
(Initials/Date)
II.
III.
When the prospect agrees to join the apartment community, the following must occur:
A. Application prepared.
B. Application completed by applicant(s) and signed by all parties. Leasing
Professional verified gov’t issued photo ID information on the application.
C. $
Nonrefundable application processing fee collected.
D. $
Application deposit and/or earnest money collected.
E. $
“Welcome Card” with move-in instructions given to resident
concerning utilities.
F. If resident was referred by a locator service, “Authorization For Payment
of Locator Service Form” completed and placed in file.
G. Lease recorded on:
Apartments Available to Lease Form
Make Ready Board
Leasing Activity Board
Application processed and verified.
Application verification reviewed by Supervisor. The status of the applicant is:
Approved
_____Approved with additional deposit
Approved with co-signer
Rejected because:
Resident contacted regarding results of application. Appointment was scheduled for
them to sign their lease on:
Lease and all applicable addenda properly and accurately typed.
Lease Contract
Pet Addendum
Lease Addendum
Family Addendum
Alarm Addendum
Rolodex made
_____ Other addendums and
Name tag made for mailbox_
One day prior to move-in:
Apartment walked to verify market-ready.
If not ready, service request submitted to maintenance department concerning
make-ready.
M/I Inventory report typed.
Welcome note and gift placed in apartment.
Day of move-in:
All applicable papers explained, signed and initialed by resident(s) and
professional.
All copies of paperwork given to resident.
Mailbox tag and emergency numbers given to resident.
Collected full amount of security deposit.
Collected rent.
Resident called the day after move-in to verify everything in the apartment was
satisfactory.
Manager reviewed completed file to verify all of the above was completed prior to filing
in active residents file cabinet.
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/
/
I.
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As each step below is completed, the person completing the work should sign their initials and date the
appropriate column blank.
/
IV.
/
V.
/
VI.
/
VII.
/
VIII.
/
IX.
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Resident Processing Checklist
Complete the information on the top part of the form:
Today’s date
Apartment number
Building number
Move-in date
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Resident’s name
Name of Leasing Professional
Amount of security deposit required
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Additional amount of deposit (if any) required for pet
Amount of prorated rent (if any)
Amount of re-letting fee (if any)
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Note: Each of the following other categories is initialed and dated when complete.
Application:
1. Completed and signed and government-issued photo IDs are confirmed.
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2. Nonrefundable processing fee collected.
3. Application deposit money/earnest money collected.
4. Resident provided with instructions for move-in day.
5. Complete “locator form” if resident came from locator service.
6. Application information processed and verified.
7. Verified information approved by supervisor.
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8. Upon approval, contact prospective resident to schedule an appointment to come to
the office to sign all paperwork.
9. Upon disapproval, contact the prospective resident to state the reason for denial
without getting into detail. Retain all records. Notify applicant in writing.
Prepare all lease documents:
1. Contract, addenda and other agreements
2. Name tag made for mailbox
3. Enter into resident database
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Complete the one day prior to move-in activities:
1. Check apartment home for move-in conditions and check all keys
2. Move–in inventory report typed
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3. Welcome note/gift placed in apartment home
4. Ensure utilities have been changed to resident’s account
Complete the move in day activities:
Inspect the apartment home again
2.
All applicable papers explained, signed, and initialed by resident(s) and Leasing
Professional – you may wish to do this BEFORE move-in day, so you can reduce
the stress on the resident(s)
3.
Resident given their copy of paperwork
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1.
4.
Collect all move-in monies
5.
Mailbox tag and emergency number given to resident
6.
Give apartment home keys to resident
7.
Conduct move-in inspection and apartment home orientation with resident
8.
Follow-up call to verify that everything is satisfactory
9.
Manager reviews completed lease file for verification
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Efficient Lease Preparation and Signing
While the Leasing Professional need not become a property management attorney, it is
essential that the Leasing Professional understand some basic contract principles needed
to be effective in the area of Lease Agreements.
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The relationship between the apartment community management and the apartment resident
is fundamentally an agreement created by and embodied in a lease.
In today’s environment of increasingly complex landlord/tenant law, it is critical that leases
be drawn well and precisely and that they comply fully with applicable state laws.
In some areas, the state or local apartment association has developed leases that members
may adopt. In general, though, the basic principals of landlord/tenant law apply widely
throughout the country.
Review the leases of your own apartment communities in reference to the information
discussed in this section.
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The National Apartment Association has developed a national lease template that has
already been accepted for use in almost half of the United States. The format offers a
complete and detailed description of the relationship between the resident and the owner.
The template is a valuable software package and includes additional lease forms. It is
recommended that the Leasing Professional review a copy of this template.
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The Law of Contracts
Define the term “contract”:
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Everyone is familiar with contracts such as those of professional athletes, negotiated
agreements with the automotive industry and personal contracts with banks to secure
home mortgages.
Four Basic Elements of a Contract
There are four basic elements that must be present for a contract to exist:
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1.
2.
3.
4.
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1. The Offer is an invitation to enter into a contract. It is a statement made with the intent
that, if accepted, creates a binding contract. An offer must be clear so that if it is
accepted, the responsibilities of each party will be clearly outlined and understandable
to both parties.
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2. The Acceptance - There is usually a time period between when the prospective resident
made the offer by filling out the application and when the community accepts the offer.
The intervening time is used to perform credit and background checks.
Unless the prospective resident has agreed not to withdraw the offer during a specified
time period, the prospective resident may withdraw the offer at any time until the manager
accepts the offer by signing the contract.
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Once an offer is made, it must be accepted absolutely and unconditionally in its entirety
before a contract is deemed to exist. An offer cannot be accepted in part and rejected
in part. If part of the offer is rejected and/or changed, you may have a counter offer.
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3. Consideration means that something of value is given by one party in return for
something of value from another party. In the multifamily housing industry, consideration
consists of residents giving us money in return for us giving them the right to live in a
specific apartment home for a certain period of time under certain conditions.
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Consideration goes both ways; that is, a contract is not enforceable if both parties do
not receive consideration. For example, if an owner promises to allow a resident to live
in an apartment home for one month and the resident does not promise anything in
exchange, the owner is not contractually obligated to provide the apartment and the
contract fails for lack of consideration.
Interestingly, the values of the goods and services being exchanged do not have to be
the same. The law allows us to make good deals and bad deals.
4. Capacity, the fourth element of the contract, is an important, enforceable concept.
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Capacity is a legal term meaning the person had the competence to understand the
nature and consequence of entering into a contract. To be considered competent, the
party must be 18 years old or older, have sufficient mental capacity and not be under the
influence of drugs or alcohol.
Once these four requirements have been satisfied, a contract will generally be
deemed to be enforceable.
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Elements of Lease Agreements
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Leases involve a special combination of contract law and property law. A lease is a contract
whereby the owner of a property permits is another person (the resident) to use that
property for a period of time in return for a rental payment. The elements of a valid
lease are the same as the elements of a valid contract:
1. The offer is made when the application is complete;
2. The parties to a lease reach agreement on the major terms of the lease;
3. There is consideration given; and
4. The parties are competent and have the capacity to contract.
Statute of Frauds
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The “statute of frauds” usually requires that any lease for more than a period of one year
be in writing. This means the major terms of the lease must be written down and signed by
the parties. Major terms would include:
1. The address of the apartment to be leased;
2. The apartment number;
3. The amount of rent;
4. How often the rent is to be paid; and
5. The term of the lease.
If a provision in the lease has been left blank and a dispute arises over that provision, it
will generally be construed against the owner in favor of the resident. This is because the
owner has prepared the lease. The “obligations of the apartment owner” generally require
the premises be maintained in a habitable condition. The “obligations of the resident” are
to pay rent and return the premises to the owner in the same condition as received,
reasonable wear and tear excepted.
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There are three types of length or duration of leases:
1.
in which the parties agree to the exact duration of the lease.
in which the initial term agreed upon is a short period of time, such as
one month. It is agreed by the parties that, if neither party terminates within that month,
the lease will automatically be renewed for another month.
3.
in which the parties agree that either side may terminate at any time,
given reasonable notice of termination to the other party. This is similar to a month to
month holdover but lacks a specified time period.
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2.
Also, the law recognizes permitted holdovers or extensions as implied leases under the
identical terms of the expired lease with the exception of a defined rental period.
Lease Termination
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A lease is terminated by either party at the expiration of the term of the lease. In the
absence of a breach or breaking of the lease, the parties may not terminate a lease prior
to the expiration of the term unless the lease contains an early termination provision that
allows for an accord and satisfaction agreement permitting lease termination prior to
expiration. Typically a lease document states the required notification procedures for the
termination of a lease.
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Avoiding Potential Lease Problems
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The lease should insist that all “residents” be identified and their ages given. This will
prevent a later dispute about who is a resident and who is a guest. A single blank line
for resident names may not be ample room for additional individuals’ names and dates
of birth.
The lease form is a good place to describe the delivery to the resident of keys, gate
openers, and access cards.
In light of the courts’ broadening definition of “foreseeable harm,” it may be wise for the
lease to contain an acknowledgment that the owner has made no representation that
the property is a secure community or that the resident is safe from theft, injury, or
damage.
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Leases will identify the required method by which one party should notify the other.
Leases frequently require that notices from the resident to the owner be in writing and
be delivered by certified mail. Notices from the owner to the resident should be delivered
either by certificate of mailing or certified mail. In addition, states may have rules on
how one party should give formal legal notice to the other. The Leasing Professional
must know what method the company has determined to use.
Leases should include the resident’s acceptance of the premises and confirmation that
the premises were delivered in good condition, subject to a limited time period in which
the resident could submit a list of problems.
Leases should state the presence of smoke detection devices and require the resident
to acknowledge in writing that at the time of initial occupancy, they were tested and
worked properly. The resident should also acknowledge that the operation was
explained and the resident is required to test the smoke detector at least once a week
and to advise the owner in writing of any malfunction.
Leases should explain to residents why frequent routine inspections are in everyone’s
best interest. Residents may not see every little problem and even if they notice
something, they may not report it.
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Rental Lease Agreement Categories
Following are common lease terms and data:
- Premises of Apartment Property - legal description of the property
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- Date of Occupancy - the date the prospect will be given the keys and move in
- Full Legal Names of Lessee(s) - all residents responsible for the rent
- Names of Occupants Allowed and Relationship to Lessee(s) - all occupants
whether responsible for the rent or not
- Address, Unit Number of Premises - street address and apartment number
- Description of Premises, Vehicles and Parking - type of apartment, style, vehicles
coming onsite, parking rules
SA
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- Term of the Lease - length of the lease, renewals or automatic renewal
- Monthly Rental Amount - payment schedule, date due, acceptable methods of
payment, address for payment
- Utilities and Services - who pays what and what notices of service are required
- Monies Received at Lease Signing - Security Deposit, first month's rent/pro-rated,
pets, other charges, and late payments/related charges
- Lessee Inspection sign-off - generally a separate form for a move-in inspection
- Rental Application - included as part of the lease package, completed in full and checked
- Rules and Regulations - generally referenced in the lease and presented as part of
the lease terms, may be a separate document
- Signatures - all residents must sign
- Suggested Renters Insurance - some companies as well as jurisdictions now
require proof of renters insurance
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The Move-in Process
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List some tools that can be used to assist the new resident in becoming comfortable with
and oriented to the apartment community:
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Moving day is usually one of the most hectic, stress filled days in a person’s life. The new
resident may be frustrated if things do not go exactly as planned and will definitely be
exhausted by the end of the day. The Leasing Professional can help soothe this transition
by being prepared to help, using tools to help orient the new resident to the community
and by offering diplomatic suggestions for potential challenges.
Welcome Letter
The Leasing Professional can provide the new resident with a personalized Welcome
Letter. The apartment community should develop a warm, personalized letter of Welcome
and place it in a prominent place in the new apartment home. The letter should offer to
provide help to the new resident in getting acclimated to the new apartment home and
community.
A sample Welcome Letter is included on the next page.
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Sample Welcome Letter
When you write your welcome note be sure to:
- Hand write it
PL
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- Put it on note card stock
- Check for spelling and grammatical errors
Dear (name of resident):
Welcome to your new home! I know move-in day can be hectic, but I just wanted you to
know how happy we are to have you live here at (name of property).
Thank you for the privilege of working with you and please call me personally if I can
further assist you.
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See you soon!
(your name and signature)
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Move-in Packet
PL
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The Move-in Packet is a practical and important resident orientation tool. The Leasing
Professional uses a file folder, manila envelope or other specifically designed brochure to
compile relevant information about the community and surrounding area. The contents
should include:
Resident Handbook
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The Leasing Professional distributes a “Resident Handbook” with community policies and
procedures. The new resident will be informed of important community policies, why they
are necessary, and what actions will be taken if the policies are not followed.
Typical community policies may include:
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Resident Relations
Be Available on Move-in Day
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Smart Leasing Professionals realize that their future relationship with the new resident will
be greatly influenced by what happens on move-in day. After the rent has been paid, the
keys issued, and the Move-in Packet given to the resident, the Leasing Professional
should accompany the resident to their new apartment home to answer any questions,
demonstrate appliances, locate the fuse box and breaker main switches and locate and
demonstrate water cut-off valves.
The resident should feel comfortable contacting the Leasing Professional at any time
during the move in for assistance.
SA
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List some ways in which a Leasing Professional can demonstrate good customer service
and enhance resident retention beginning with the resident’s first week at their new apartment
home:
Research shows that happy residents will stay in the apartment community longer than
unhappy residents, thus reducing the turnover ratio.
Good communication is the key in establishing good resident relations.
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Reduced Turnover =
Maintain resident relationships on a professional level. Avoid discussing personal relationships
with residents.
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List some ways to maintain an ongoing resident relations program:
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Fair Housing Implications
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List some ways in which a Leasing Professional can remain in compliance with the Fair
Housing laws while completing the lease process and accompanying policies:
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List the two “Golden Rules” of Fair Housing:
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The following tips will help keep Leasing Professionals free of discriminatory actions:
- In dealing with prospective residents, applicants, and all residents, the Leasing
Professional must provide equal service and demonstrate consistent adherence to all
local, state and federal Fair Housing laws.
PL
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- Using the same defined process with every prospect is ideal but need not be robotic.
- Every effort should be made to handle all documents with professional consistency.
- While continuing through the paperwork, continue to practice fair housing principles
and avoid treating any one person differently than another.
- A question asked of one prospect must be asked of all similar prospects.
- Services provided to one resident on move-in day must be provided to all residents
on move-in day.
SA
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- Assisting one prospective resident to overcome problems with verification means that
the Leasing Professional must assist all prospective residents with verification
problems.
Note: For more information, please attend the Legal Aspects portion of the NALP
program.
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Summary
As a result of this NALP Program you are now able to:
1. Effectively complete a rental application;
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2. Apply correct procedures in verifying a rental application;
3. Describe the key elements in apartment home contracts;
4. Successfully complete a lease agreement;
5. Identify tools and activities that help orient a new resident to the apartment community
on move-in day; and
6. Recognize the fair housing implications related to the processing of rental paperwork
and policies.
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Examination
The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation
program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA
Web site at:
www.naahq.org/education
You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
For more detailed information on the exam and to download the Candidate Handbook and
Instructor Guides, please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
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Glossary
The following list of Spanish-English phrases is offered to assist the Leasing Professional
when working with non-English speaking customers. Policies my vary with the management
company.
Occupation
Spanish
PL
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English
Occupacion
Numéro de hijos Nombre(s) Edad(es)
Names or others that live in the apartment
Nombre de otros que viven en el
apartamento
Animals and description (only one animal
per apartment)
Animales y descripción (Solamente un
animal en cada apartamento)
Animals weighing more than 25 lbs. are
prohibited
Se prohíben animales que pesen mas que
25 libras
Employment History
Historia de Empleo
Employer’s name, address and telephone
number
Aspirante Nombre de patrono dirección
teléfono
Position and Supervisor’s name
Posición Nombre de superintendente
Gross monthly income – length of
employment
Ingreso bruto mensual - Duración de
empleo
Former employment – position – length of
employment
Empleo Anterior - Posición - Duración de
empleo
Other means of income
Otros bienes de fortuna
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Number of Children – Names - Ages
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Spanish
Bank Accounts
Comptes en Banque
Savings account number – bank – bank
branch
Numero de compte d’epargne - Banque Agence de Banque
Checking account number – bank – bank
branch
Numero de compte de cheque - Banque Agence de Banque
Cars/Other Vehicles
Autos/Autres Vehicules
PL
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English
1. Numero de compte Financie par
Account number – Financed By – Vehicle 2
2. Numero de compte Financie par
Driver's license number – Make – Model –
Registered to (Vehicle 1)
1. Numero de permis de condure Marque
Modele Immatriculee A
SA
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Account number – Financed By – Vehicle 1
Driver's license number – Make – Model –
Registered to (Vehicle 2)
2. Numero de permis de conduire Marque
Modele Immatriculee A
If you have a motorcycle, a camper or a
boat that you intend to keep here, please
identify them by indicating the information
and numbers.
Si vous aves une moto, une roulotte de
camping, un batea, etc., que vous
comptez garder id, s’il vous plait, identifiezles en donnant du renseignement et
les numeros.
Local credit reference – address – account
number
Reference locale de credit Addresse
Numero de compte
Personal reference – address – telephone
number
Reference personnelle Addresse Numero
de telephone
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Participant Guide
Legal Aspects
Legal Aspects
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National Apartment Leasing Professional
NALP
National Apartment Leasing Professional
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
Copyright © 2012 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate;
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Table of Contents
Message to Apartment Community Leasing Professionals
5
Course Objectives
6
Legal Aspects Opening Remarks
6
An Overview of Basic Fair Housing Laws
7
Filing a Fair Housing Complaint
14
Fair Housing Discrimination
15
Prohibited Practices
16
Familial Status
21
Fair Housing and Disability Status
24
Disability Status Prohibited Practices
26
Fair Housing Testers
31
Additional Leasing Procedures that Avoid Discrimination
32
Leasing in the Multicultural Marketplace
34
New Fair Housing Issues on the Horizon
36
Resources for Fair Housing Information
37
American with Disabilities Act (ADA)
38
Equal Credit Opportunity Act
39
Fair Credit Reporting Act
40
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Table of Contents (cont.)
Fair & Accurate Credit Transaction Act
41
Additional Consumer Protections
42
Applicant Screening
44
Criminal Background Checks
45
The Lease and Legal Issues
46
Other Occupancy Issues and Possible Lease Violations
47
Lead Paint Safe Work Practices
48
Resident’s Personal Safety
50
Safety Hazards
53
Resident Safety Practices
54
Emergency Contact Situations
59
Summary
61
Examination
62
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Message to Apartment Leasing Professionals
This education program was developed by Leasing, Operations, Marketing and Training
Professionals working in the multifamily housing industry across the nation.
It was developed and revised at the request of Leasing Professionals and apartment
association members, like you, who told us what they need to successfully perform their
job responsibilities. It was also developed at the request of your managers, supervisors,
owners and employers. They asked for this program because of your importance to the
industry. They recognize you as the key to leasing, renewing and serving future and current
residents of your communities and buildings.
This is one of a series of eight courses of the National Apartment Leasing Professional
designation program. The other courses are:
1. Keys to Success in Leasing
2. Telephone Presentations
3. Leasing and the Internet
4. The Leasing Interview
5. Leasing Demonstration & Follow-Up
6. Rental Policies and Procedures
7. Legal Aspects
8. The Market Survey
For more information about this program or any of NAAEI's education programs, ask your
instructor, contact your local apartment association or contact NAAEI at 703/518-6141.
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Course Objectives
At the end of this course, students will be able to:
Explain how Fair Housing laws apply to the multihousing industry;
Identify major components of the Fair Housing law;
Apply Fair Housing concepts to the responsibilities and duties of a Leasing
Professional;
Relate to their positions the provisions of the Equal Credit Opportunity Act, ADA,
Criminal Background Checks, and Lead Paint Safe Work Practices;
Implement basic emergency contact procedures when required; and
Outline the basics of legal compliance, risk management and risk reduction.
Legal Aspects Opening Remarks
The legal information discussed and reviewed in this program is a review of legal aspects
that impact the Leasing Professional’s responsibilities and duties. All Leasing Professionals
are responsible for their own comprehensive understanding of the laws and interpretations
of these laws as they relate to the multihousing industry. All specific legal advice should
originate from designated company legal counsel.
It is important to seek additional materials, resources, courses, and methods of updated
information regarding the laws and guidelines that govern a Leasing Professional’s
position.
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An Overview of Basic Fair Housing Laws
Everyone who works in the multihousing industry must know and understand local, state,
and federal Fair Housing laws and guidelines. The Federal Fair Housing law refers to:
The Civil Rights Act of 1866
The 14th Amendment to the U.S. Constitution
The Fair Housing Act and related legislation
- Title VIII of the Civil Rights Act of 1968
- 1974 Amendments
- 1988 Amendments
- November, 1998 Initiative
- January, 2000 HUD Final Ruling
Fair Housing legislation has included century old efforts to ensure equal housing opportunity
for all Americans.
Current Fair Housing laws involve:
- Responsibility
- Liability
- Penalties
Fair Housing complaints and lawsuits can be filed against any person or company alleged
to be engaged in a discriminatory housing practice. This could certainly include the
Leasing Professional. Complaints and lawsuits can also be filed against any person, (such
as the supervisor or owner) who directs or controls the conduct of another person, (such
as the Leasing Professional) with respect to any aspect of the sale, rental, management,
advertising, etc., of dwellings. Supervisors, management company executives, owners and
even lenders can be liable to some degree.
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The Civil Rights Act of 1866
The Civil Rights Act of 1866 provides that, “All citizens of the United States shall have the
same rights in every State and Territory, as is enjoyed by white citizens thereof to inherit,
purchase, lease, sell, hold, and convey real and personal property.”
This civil rights legislation was originally passed to establish equal rights for AfricanAmericans who had recently been emancipated from slavery and who needed protection
from those who would deny them equal rights. Unfortunately, the legislation did not work
well and discrimination continued to exist between white and nonwhite segments of
American society.
The 14th Amendment of 1866 guaranteed citizenship rights and provided penalties for
states that did not implement the amendment. This too did not work as originally intended
because ways were found to get around the intent of the law. Jim Crow legislation was
officially instituted by the southern states shortly after the Emancipation and abolition of
slavery to attempt to re-establish segregation. Jim Crow legislation allowed segregation in
some states. Eventually corrective legislative efforts were made and non-discriminatory
laws were enacted.
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The Fair Housing Act of 1968
The Fair Housing Act of 1968 was a landmark legislation that became the cornerstone of
federal Fair Housing policy. This legislation was enacted because of widespread
discrimination in many aspects of society.
The Fair Housing Act of 1968 prohibited a wide variety of discriminatory rental practices
based on:
- Race;
- Color;
- Religion; and
- National Origin.
The protected class of Sex was added in 1974 to the original four protected groups.
The 1968 Act allowed individuals who believed that they had been discriminated against to
file an administrative complaint through The U.S. Department of Housing and Urban
Development (HUD) or file a lawsuit in federal court. The administrative route involves an
investigation by HUD (or a similar state enforcement agency). Part of the administrative
process offers the possibility of resolving the complaint through conciliation or settlement.
If conciliation failed, the complainant could pursue redress of grievances through the
federal or state court systems.
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The Fair Housing Act Amendments of 1988
The Fair Housing Act Amendments of 1988 were in response to the criticism that the Fair
Housing Act of 1968 failed to provide sufficient protection to ensure Fair Housing and
equal opportunity to other groups who have historically been targets of discrimination.
The new law expanded the prohibitions against discriminatory housing practices to include:
Memory Device:
R
C
R
S
N
F
H
Under the 1988 Fair Housing legislation, individuals may still file an administrative complaint
through HUD or file a lawsuit in federal court. An administrative complaint with HUD or a
state agency must be filed within one year from the date the discriminatory housing practice
was alleged to have occurred. A private lawsuit must be filed within two years of the
discriminatory act.
The single biggest difference between the 1968 and 1988 acts was the addition of two
new groups of protected persons: families with children under the age of 18; and individuals
with disabilities.
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Also part of the change, if HUD finds reasonable cause to believe that the law has been
violated, it now has the authority to bring the case to a hearing before an Administrative
Law Judge (ALJ); and private enforcement has been strengthened by removing the limitations
on punitive damages (previously $1,000) and making the standard for awarding attorney’s
fees more like the standard used in other civil rights laws; and it expanded the statute of
limitations to two years for lawsuits.
The purposes of the 1988 amendments were:
1. To create an administrative enforcement mechanism that is subject to the use of court
enforcement by private litigants and federal enforcement agencies;
2. To extend equal housing opportunity to disabled persons; and
3. To extend equal housing opportunities to families with children.
The 1988 act greatly expanded housing opportunities for previously denied groups of
citizens. These acts have also created new business practices.
What are some examples of business practices not specifically mandated by law
that many communities follow?
Where should the Equal Housing Opportunity logo or phrase appear?
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Make ’Em Pay Initiative
In November 1998, President Bill Clinton enacted a five-part “Make ’Em Pay” initiative to
fight housing discrimination through higher fines and increased enforcement. The initiative
calls for:
Increased penalties for housing violations;
Closer partnership between HUD and the U.S. Department of Justice (DOJ);
Closer partnership between HUD, state and local government Fair Housing agencies;
Better Fair Housing training for federal, state and local government Fair Housing staff
and private Fair Housing groups; and
Expanded use of HUD’s Web site as a Fair Housing dissemination and reporting tool.
HUD is stepping up efforts to make people aware of their rights. HUD distributes booklets
and delivers public service announcements via newspapers, radio and television stations
urging people who feel they have been harmed to file complaints with HUD. This message
can also be seen on billboards and on the Internet.
In 2010, claims to HUD based on discrimination are as follows:
- 34% Race Related
- 48% Disability Related
- 15% Familial Related
HUD Final Ruling Regarding Multiple Penalties for Discrimination
Effective January 27, 2000, an Administrative Law Judge (ALJ) can assess a separate civil
penalty against a respondent for each separate and distinct discriminatory housing practice.
The old procedure could only assess a single civil penalty in cases regardless of how
many acts of housing discrimination occurred.
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The Fair Housing laws allow the parties (the complainant who filed the complaint or the
respondent who is accused of discrimination) to choose whether they want an administrative
hearing or a civil lawsuit. There is no right to a jury trial at a hearing before an ALJ.
However, in a civil lawsuit either party may request a jury to hear the case.
If the case of an administrative complaint is found by an ALJ to violate the Fair Housing
Acts, the following relief may be provided:
Actual monetary damages;
An injunction prohibiting any such actions in the future or similar relief;
Attorneys fees and costs; and
Civil penalties of up to $16,000 for the first violation up to $37,500 if the housing provider
has more than one violation in the previous five years up to $65,000 if the housing
provider has more than two violations in the previous seven years.
In the case of a lawsuit brought before a court, violation of the Fair Housing acts may
result in:
Actual and punitive damages;
An injunction prohibiting any such actions in the future;
Attorney’s fees and costs; and
Civil penalties of up to $55,000 for the first violation, up to $110,000 for any subsequent
violation.
Compare and contrast the two separate courses of action available to persons with
Fair Housing complaints. List the amount and severity of penalties.
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Filing a Fair Housing Complaint
There is a process by which Fair Housing complaints are addressed. The U.S. Department
of Housing and Urban Development (HUD) is responsible for the enforcement of the federal
Fair Housing laws throughout the United States.
Likewise, many states have their own enforcement agencies that could be asked by HUD
to investigate a violation. Frequently, these state agencies may handle most of the
administrative complaints filed. They often have names like the “Human Rights
Commission,” “Housing Rights Commission” or “Equal Opportunity Commission”.
Whenever a complaint alleges a discriminatory housing practice that is within the appropriate
jurisdiction, HUD will issue notification of the complaint and refer the complaint to the
agency for processing. If a property receives a complaint, legal counsel should be contacted
immediately because a response to the complaint is required within a short timeframe
(usually 10 days). A civil lawsuit in federal court usually must be answered in 20 days and
many state courts allow 30 days. It is important to know whether the complaint is an
administrative action or a civil lawsuit.
Complaints can originate in numerous ways. Such sources include:
contact with a local or regional HUD office;
attorney general office;
Fair Housing alliance;
advocacy group; and
contacting HUD through telephone, e-mail, fax and regular mail.
There are many different discriminatory housing practices of which Leasing Professionals
must be aware. The list may be overwhelming. It is critical that all Leasing Professionals
attend Fair Housing seminars and read Fair Housing literature for an updated and deeper
understanding of these concepts and issues. Leasing Professionals will then be better able
to conduct business in an appropriate manner.
The best way to remain non-discriminatory is to follow the “Golden Rules” of Fair Housing:
“Treat everyone the same” and “Be consistent”.
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Fair Housing Discrimination
There are two basic categories of discrimination:
Discrimination due to different treatment ... is a result of treating or behaving differently
toward someone because they are a member of a protected class. (Also known as
“disparate treatment”) Sometimes this is referred in everyday language as “intentional
discrimination.”
A second kind of discrimination by different impact, called “disparate impact” or
“discriminatory effect” could be due to a policy or procedure that has a different impact
on persons of protected classes. For example, even though the Leasing Professional
may follow the company policy of treating everyone equally, the owner or company/
management policies or procedures may have an adverse impact on someone in a
protected class. A specific example could be a community rule that says all visitors who
want to take a tour of the apartment community must have a valid U.S. driver’s license.
Such a rule might unfairly impact certain groups who are not U.S. citizens but who are
otherwise eligible to rent an apartment. (Also known as “disparate impact”). This is
sometimes called “unintentional” discrimination because the discriminatory act, rule,
policy or procedure appears to apply to everyone – but really affects a specific protected
group. An acceptable alternative is to require a valid government issued photo ID,
instead of accepting only a driver’s license.
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Prohibited Practices Activity
The Fair Housing Act and rules issued by HUD describe certain things which are considered
illegal if done solely because of someone’s race, color, religion, sex, national origin, familial
status or disability in order to deny them a housing opportunity.
1. Failure to accept and process an application or consider a bona fide offer to lease an
apartment home from a member of a protected class who is otherwise qualified to
lease. Example: A Leasing Professional refuses to accept an applicant solely because
the applicant has three rowdy children or because the applicant recently came to the
country from Somalia.
2. Uses of different qualifying criteria, rental standards, or procedures from those that
apply to other applicants or residents. Some prohibitions include: using different income
standards, application requirements, application fees, or credit analysis. Example: A
Leasing Professional requires a full credit analysis and rental history of a recent immigrant
from Mexico and evidence they have lived and worked in the US for the last four years
but does not require other prospective residents from the US or European countries to
do the same.
3. Use of different provisions in leases with members of protected classifications such as
provisions relating to rental charges, security deposits and the terms of a lease.
Example: A Leasing Professional tells a single woman that the security deposit is $400
but tells a single man that it is only $200.
4. Limiting, denying or delaying the use of privileges, services, or facilities associated with
an apartment community because of the protected classification of a resident or their
guest, or because that person refused or failed to provide sexual favors. Examples: A
Leasing Professional tells a person with AIDS not to use the swimming pool because
their illness is considered a disability. A mother of two active children is asked to restrict
their use of the pool to less busy hours or needed maintenance repairs are delayed
because they are for a disabled person.
5. Discouraging or refusing any person from inspecting or leasing an apartment home
because of their race, color, religion, sex, national origin, familial status or disability.
Example: A Leasing Professional suggests that a prospective Caucasian or Korean
resident might not be happy in a specific apartment building because there are many
African-American residents. This is called “steering” and is expressly prohibited by the
Fair Housing Act.
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6. Discouraging in word or conduct the leasing of an apartment home to protected classes
by exaggerating the drawbacks, misinforming the applicant about availability or failing
to inform any person of desirable features of a dwelling or of a community, neighborhood,
or development. Example: A Leasing Professional tells a disabled applicant that the
apartment community has a lot of stairs and uneven areas and fails to point out available
ramps. This is another form of steering.
7. Employing codes or other devices to segregate or reject applicants, or refusing to deal
with certain apartment locators or agents because they or one or more of their clients
are of a particular protected classification. Example: A Leasing Professional refuses to
use ACE Locator Service because ACE handles the Jewish Charity Appeals Service in
the community.
8. Using words, phrases, photographs, illustrations symbols, or forms that convey that
apartment homes are or are not available to a protected class. Example: ABC
Apartments uses only active lifestyle photographs of Caucasian tennis players, volleyball
players, golfers, joggers, cyclists and fitness center workout class attendees in its
advertising campaign throughout the year. The campaign never depicts and thus does
not represent disabled nor non-white prospective residents, which could represent
discrimination against leasing to persons on the basis of disability, color and race.
9. Expressing to apartment locators, agents, employees, prospective residents or any
other persons a preference for or a limitation of any resident in a protected class.
Example: An onsite manager tells a Leasing Professional the property is trying to limit
the number of families in the community in order to appeal to more roommates and
couples. Such a policy would discriminate against families with children.
10. Selecting media or locations for advertising the rental of apartment homes that leaves
out particular segments of the housing market regarding housing opportunities.
Example: An apartment community advertises in all the local newspapers except the
Afro American Times, a publication that reaches most of the African-Americans in the
city.
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11. Providing false or inaccurate information regarding the availability of an apartment
home for rental to any person, including Fair Housing shoppers, regardless of whether
such person is actually seeking housing. Example: A person arrives at the Information
Center and asks to be shown an apartment home. The Leasing Professional is sure the
person is a shopper (someone not seriously considering leasing at the community) and
does not want to waste valuable company time on someone who is not a prospective
resident. The Leasing Professional incorrectly states that no apartment homes will be
available for at least 60 days.
12. Threatening, intimidating, or interfering with residents, visitors or associates of such
residents in their enjoyment of an apartment home based on their protected class
status. Example: An apartment community employee makes insulting comments about
the Vietnamese guests who are attending an apartment community event to the point
that the residents feel compelled to leave the event.
13. Threatening an employee or agent with dismissal or an adverse employment action, or
taking an adverse action against an employee, apartment locator or agent, for any
effort to assist a person, or any person associated with that person, seeking access to
the rental of an apartment home. Example: A Leasing Professional is dismissed
because she helped a family with children secure an apartment home against the
expressed directions of the onsite manager.
14. Intimidating or threatening any person because that person is engaging in activities
designed to make other persons aware of, or encouraging other persons to exercise
rights granted or protected by the Fair Housing Act. Example: A Leasing Professional is
threatened with job loss if he directs a person to the HUD Web site for information in
filing an administrative complaint against the apartment community because of an
alleged discrimination.
15. Retaliation against any person because that person has made a complaint, testified,
assisted, or participated in any manner in a proceeding under the Fair Housing Act.
Example: The manager of an apartment community terminates the lease of a resident
without justifiable reason because the resident filed a discrimination complaint.
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Fair Housing Activities
Case #1
Donald Short, a Pittsburgh, PA, property owner, leased a duplex apartment building to an
organization that provides housing to persons suffering from AIDS. Short did not know that
the building would be used to house people with AIDS and other illnesses. When he
discovered the purpose of the organization leasing his building, he came onto the property
and harassed the residents. He made it clear that he did not want anyone with AIDS living
in his building.
He went so far as to place a cow skull, a toilet, and statue of the Lady of Justice on the
lawn of the building. The organization that leased Short’s building filed charges claiming
discrimination.
To which prohibited discriminatory practice(s) found in the previous Prohibited
Practices Activity does this case pertain?
What do you think was the verdict and why?
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Case #2
A Property Owner repeatedly touched several of his female residents in a way that made
the women feel uncomfortable and offered rent reductions in exchange for sex. He
threatened to evict anyone who tried to report him to the authorities. A female resident filed
a complaint with HUD. The Property Owner said it was her word against his.
To which prohibited discriminatory practice(s) found in the previous Prohibited
Practices Activity does this case pertain?
What do you think was HUD’s decision and why?
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Familial Status
The Fair Housing Amendments Act protects families from discrimination. As of March
1989, it became illegal to discriminate in the rental housing industry on the basis of “familial
status”. This change in the law was prompted by the outcry of parents and guardians who
experienced difficulty in securing apartment housing simply because they had children. In
an April 2002 report, a HUD survey found that only 38% of the general public is aware that
it is illegal to treat families with children any differently from households without children.
Familial Status is defined in the Fair Housing Act as:
One or more individuals under the age of 18 years living with:
- A parent or a legal custodian; or
- The designee of the parent; or
- The custodian with evidence of written permission.
Protection afforded familial status also applies to any person who is pregnant or is in the
process of securing legal custody of any individual under the age of 18.
A rule prohibiting families with children from living on an upper floor due to noisy children
is considered by HUD to be a discriminatory housing practice.
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While the Fair Housing Amendments Act prohibits housing discrimination against families
with children, HUD has refused to establish a national occupancy limit. As a result, housing
providers depend on Fair Housing cases to define “reasonable” occupancy limits. HUD
has stated that a reasonable limit on the number of persons who can live in an apartment
is two persons per bedroom or sleeping space.
It is important that Leasing Professionals understand the difference between a private
occupancy restriction and a local building code. Most cities have local building codes that
impact occupancy standards; however, building codes are not appropriate for and should
not be relied on for setting a proper private housing occupancy standard. In addition, many
state and local Fair Housing enforcement agencies use standards that are more restrictive
than the HUD guidelines so it is important to be familiar with any such standards in the
state where your property is located. The accepted HUD guideline of two persons per
bedroom or sleeping space should be followed. [NOTE: under the HUD standard, you
should consult your company’s policies before counting an infant or newborn baby as a
“person” when determining how many persons may occupy an apartment. Many housing
experts recommend against counting infants less than one year of age.]
Fair Housing Activity: Familial Status
Case #1
Ms. Davis and her eight-year-old son visited the Maplewood Park apartment community in
Temple Hills, Maryland. Ms. Davis finally decided to lease a one bedroom. At that point the
owner explained that it was against his policy to allow one parent and a child to lease a
one-bedroom apartment for a variety of reasons. The Property Owner told them they
would have to rent a two-bedroom apartment. Ms. Davis decided to file a complaint alleging
discrimination on the basis of familial status.
What do you think was the verdict and why?
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Case #2
Marlene and Michael Briggs were looking for an apartment home in the Chicago area for
themselves and their six-year-old son. They were shown an apartment home by a resident
of the building, Ms. Piroshka Kormoczy. Ms. Kormoczy was not the owner but showed
apartments for the owners, who were members of her family.
Children lived in the building and had done so for some time. Still, Kormoczy rejected the
application of the Briggs family because she did not want children living above her, which
was the location of the apartment home requested by Briggs. The Briggs family filed an
administrative complaint with HUD.
What do you think was the verdict and why?
Case #3
A couple visits your community and during the leasing tour asks if there are any Muslim
families in the community. Yours is a small community and you know that there are three
residing families who practice Islam.
How would you answer this question and why?
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Fair Housing and Disability Status
The Fair Housing Amendments Act of 1988 had as one of its objectives to extend equal
housing opportunity to persons with disabilities. “Disability” is defined as a p
or
m
impairment that substantially l
one or more m
life activities.
The definition does not include illegal use of or addiction to a controlled substance.
Most individuals with a disability prefer the terms disabled or disability. The term disability
is used in these NALP materials and means the same as “handicap”, but the term used in
the actual Fair Housing laws and guidelines is “handicap”.
Physical impairment includes:
- any physiological disorder or condition;
- cosmetic disfigurement; and
- anatomical loss affecting specific body systems.
Mental impairment includes:
- any mental or psychological disorder such as mental retardation, organic brain
syndrome, emotional or mental illness and specific learning difficulties.
Major life activities means:
- functions such as caring for one's self, performing manual tasks, walking, seeing,
hearing, speaking, breathing, learning and working.
An important part of the Fair Housing disability provision states that it is discriminatory to
refuse to any person with a disability the opportunity to make reasonable modifications
of existing premises if the modifications may be necessary to afford the disabled person
full enjoyment or use of the premises or dwelling, as long as the disabled person pays for
the modifications. Modifications are physical changes made to an apartment home or
building or common area.
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[Note: Under Section 504 of the Rehabilitation Act of 1973, which affects certain federally
assisted housing the owner is responsible for the expense of making reasonable modifications.
This important federal legislation predates the disability provision of the Fair Housing Act
and is sometimes relied upon by the courts in interpreting the disability provisions of the
Fair Housing Act.]
An example of a reasonable modification would be the granting of permission by the owner
or manager to a person with a disability to have an outside contractor install grab bars in
the bathroom in accordance with local building codes and at the expense of the resident.
Another part of the Fair Housing disability provisions requires apartment owners and
managers to grant disabled persons reasonable accommodations in rules, policies,
practices, or services when such accommodations may be necessary to afford the disabled
person equal opportunity to use and enjoy an apartment home, including public and common
use areas. Accommodations are changes made to property policies, procedures, practices
and services.
An example of a reasonable accommodation would be to allow a non-sighted person to
keep an assistance or service animal in the apartment home even though the building has
a “no pet” policy. An assistance animal is considered a service animal and not a pet.
What are some examples of reasonable modifications to the apartment home and
building and reasonable accommodations to the community’s policies and
procedures?
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Fair Housing and Disability Status Prohibited Practices
There are specific prohibitions against discrimination because of the disability status. It is
unlawful to:
Make an inquiry to determine whether an applicant for an apartment home, a person
intending to reside in that apartment home, or any person associated with that person,
has a disability or to make inquiry as to the nature or severity of a disability of such a
person.
Example: A Leasing Professional should not, while making a routine presentation to a
prospective resident, ask if the client is disabled, how they became disabled, or how
the disability will limit their ability to live in the apartment community. [NOTE: see exception below regarding requests by the prospect, applicant or resident for a reasonable
modification or accommodation.]
Discriminate in the rental, or to otherwise make unavailable or deny, an apartment
home to any leasing applicant because of a disability.
Example: A Leasing Professional should not tell a person who is HIV positive or in a
wheelchair that there are no available homes when indeed there are vacancies.
Discriminate against any person in the terms, conditions, or privileges of the rental of
an apartment home, or in the provision of services or facilities in connection with such
apartment home because of a disability.
Example: A Leasing Professional tells a parent that the pool is off limits to children with
epilepsy because it is too dangerous.
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Some inquiries are NOT prohibited as long as these inquiries are made of all applicants,
whether they are disabled or not:
Inquiry to determine whether an applicant is qualified for an apartment home that is
available ONLY to persons with disabilities or to persons with a particular type of
disability.
Inquiry to determine whether an applicant is qualified for a priority available to persons
with disabilities or to persons with a particular type of disability.
Inquiry into whether an applicant has been convicted of the illegal manufacture or
distribution of a controlled substance.
Inquiry as to more information about the specific kinds of modifications or accommodations
requested by a disabled prospect, applicant or resident and reasonable verification as
to the necessity of the request when the nature or extent of a disability is not known or
obvious to the Leasing Professional.
If you are unsure how to handle your leasing presentation to a person with disabilities or
respond to a request for a reasonable modification to the premises or an accommodation
to your company’s policies, ask your supervisor for assistance or guidance. Even though
the disabled prospect, applicant or resident is usually responsible for the cost of the
modifications to the apartment, you should verify this with your supervisor. Sometimes an
owner or manager will absorb minor costs or those that may be necessary to correct an
improperly constructed apartment that is not up to code. Other times the requested change
could be unreasonably expensive and you would not want to inadvertently obligate your
company for the cost of making such changes.
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Fair Housing Disability Status Activities
Activity #1
Case #1
Julie, a disabled resident, asks you:
to make an exception to your rule banning equipment or items with wheels from your
business center to accommodate her wheelchair;
to install a ramp at her expense so that she may access your center using her
wheelchair; and
to let her bring her guide dog with her to the business center.
Is Julie asking too much?
How would you handle this request? Use Fair Housing laws to support your answer.
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Case #2
A physician has just diagnosed one of your best residents with “multiple chemical sensitivities”.
She gives you a list of approved cleaning fluids and pesticides for use in her apartment,
the hallways and other common areas of the apartment community. Chemicals other than
the ones on this list will make her sick.
How would you handle this situation? Use Fair Housing laws to support your answer.
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Activity #2
Scenario #1
A prospective resident calls to schedule an appointment for a leasing tour. She explains
that she has limited mobility and will need to be met in the parking lot and helped out of
her automobile.
What do you say and why?
Scenario #2
A long time resident is getting married. His new wife has a child with a disability. Their
apartment is on the first floor and the child does not have any problems getting his wheelchair
in and out of the apartment. The problem is the carpet. It is very deep and plush. The child
cannot get around the apartment home in his wheelchair.
The Property Manager denied a request for new carpet. Another resident living at the
community suggests that the resident pursue the matter with HUD under the disability
provisions of the Fair Housing Act. The Property Manager is thinking about terminating the
lease of the resident who recommended filing the Fair Housing complaint.
What should you do or say to the Property Manager about her course of action for
handling this situation?
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Fair Housing Testers
Fair Housing “testers” are persons hired by an independent housing advocacy group or
housing enforcement agency to investigate violations of Fair Housing laws. One of the most
effective tools of housing advocacy groups or government agencies that are responsible for
enforcing Fair Housing law is the use of the tester. Although “testers” are sometimes
referred to as “shoppers”, the term “shopper” is generally reserved for outside vendors
who are hired by your company to evaluate your leasing skills or compliance with the
company’s Fair Housing policies and procedures. Many Fair Housing cases that have
resulted in monetary awards and damages involve the use of testers.
Testers generally operate in pairs or teams. Testing involves the use of one person who
because of their status or characteristics is in a protected category and considered to be a
potential “target” of discrimination. The other tester has a different status or characteristic,
which is suspected of giving him or her special preference. Both testers are given identical
“scripted roles” and instructions on how to conduct the test in order to compare how one is
treated versus the other.
For example, tester A is an African-American female. She takes a leasing tour of ABC
Apartments and indicates a preference for a one-bedroom apartment home in a specific
building. When she is told that there are no vacancies in that building, she leaves the
community.
Soon after, tester B, a Caucasian female, visits ABC Apartments, takes a similar leasing
tour, and expresses an interest in a one-bedroom apartment home in the same building
that tester A requested. If tester B is told that such an apartment home is available, the
testers or the organizations they represent may file a Fair Housing complaint.
A Leasing Professional may not refuse a leasing presentation or deny a tester, or anyone
else, permission to visit or tour the apartment community. You may request a valid
government-issued photo ID prior to conducting a tour of the apartment or community if
that is your company’s policy. The solution:
“Treat everyone the same.”
“Be consistent.”
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Additional Leasing Procedures to Avoid Discrimination
Listed are some additional procedures that a Leasing Professional can follow to reduce the
chance that discrimination will occur to a tester or anyone else:
Treat everyone fairly and consistently;
Always have accurate documented information that can be substantiated;
Make sure all conversations, communications and leasing presentations follow your
company’s policies and procedures;
Maintain good records or documentation as proof that discrimination did not occur;
Document which apartments are shown to each prospective resident;
Update with regular training to ensure compliance with the Fair Housing laws;
Maintain a consistent professional attitude with all visitors regardless of their
differences; and
Use a specific, defined tour route and presentation when demonstrating the apartment
community.
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Comply with the company’s occupancy guidelines and practice leasing within them;
Ask how many occupants will be living in the apartment;
Immediately notify your Property Manager if a request for a modification or an
accommodation is received from a prospect, applicant or resident;
Ask your supervisor before promising anything other than what you are routinely
authorized to offer to a prospect, resident or visitor;
Offer the same rates, fees, concessions, and specials to every prospective resident
who seeks to lease a specific apartment home. Special rates should be designated to
specific (or all) apartment homes, not to a specific prospective resident or profile. If
your company authorizes you to “negotiate” on concessions, move-in specials or rental
rate, be sure to confirm the rules for offering special rates and how to document what
was offered; and
Ask about your local and state Fair Housing laws and practice leasing within them.
Review the Fair Housing laws regularly. Decline answering questions about the kinds
or groups of people who live at the apartment community if asked by a prospect or
resident. For example, you do not want to answer the question, “Do white people
live here?” Instead you may say “Fair housing laws do not allow us to answer that
question, but anyone who meets our rental qualifications may live here.”
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Leasing in the Multicultural Marketplace
Today more than ever before, the Leasing Professional must be sensitive to the increasing
numbers of prospects from different countries and cultures. As immigration numbers surge
in the United States, the Leasing Professional must ensure all prospects are treated with
respect for their cultural backgrounds – yet maintain such treatment in a fair and consistent
manner. Even if language is not a barrier, understanding that one culture may accept that
a woman can shake a man’s hand, another may not.
In an article written in early 2004, Dr. Sondra Thiederman gives us some guidance in
understanding certain principles that can help to minimize misunderstandings when confronted
with prospects from a variety of cultures. Dr. Thiederman holds a doctorate in crosscultural studies from the University of California Los Angeles and is a speaker and author
on diversity, bias reduction, and cross-cultural issues.
1. It is acceptable to notice the cultural differences between people. In fact, it is good
to note an individual’s cultural uniqueness. If we do not, we are being disrespectful and
diminishing the person’s value. When you notice that your Asian residents look away
from you when making a request or voicing a complaint, it is important for the Leasing
Professional to know that the avoidance of eye contact is an expression of respect in
the Asian culture. It does not mean the person is not sincere or is hiding something.
2. Resist the temptation to stereotype. This is a common problem for all of us as we
group so many things, much less people. The truth is that there are often more differences
within an ethnic or immigrant group than there are between groups themselves. It is
important to take the time to get to know the individual.
3. Do not lump groups together. A Laotian is not a Cambodian and a Cambodian is not
a Vietnamese, anymore than a Frenchman is an Englishman or a German is a Swede.
Not only can such lumping together lead to misunderstandings, it is disrespectful to that
individual’s heritage and national origin.
4. A heavy foreign accent does not automatically indicate the speaker is uneducated
or that he or she cannot understand what you are saying. In truth, an accent just
tells you where someone is from. The roots of many languages are considerably different
than those of English and an accent is difficult to lose. Do not assume someone is new
to the country because of the accent. Be patient and make no assumptions about
education, socioeconomic status and birthplace.
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5. Non-native speakers of English may sound rude and demanding when they do
not intend to do so. If you have ever taken a foreign language in high school or college,
you might recall how it feels to speak slowly and try to say the correct word. English is
filled with phrases such as “Would you mind?,” “When you have a chance,” and “I hate
to bother you but…” all of which are ways we soften or explain ourselves a bit better.
Many immigrants are unaware of these nuances and may speak quite directly.
6. Communicate better by choosing your vocabulary carefully. Use simple terms and
avoid jargon, acronyms and slang. If you have said something one way and it is not
understood, do not continue to repeat the same thing. Try to find a different and clearer
way to express yourself. Avoid using vague modifiers like “barely”, “scarcely” and
“almost”. These are very difficult terms to define.
7. Avoid using negative phrasing. Try to avoid telling someone “not” to do something or
say you will “not” be able to do something. It is too easy for the “not” to get lost as the
person is working on translating what you are saying. There is a big difference between
“You will be able to paint the bedroom that color” and “You will not be able to paint the
bedroom that color.” An alternative approach is to say what can be done.
8. Watch for signs that you have not been understood. In the Asian culture, it is
particularly important not to “lose face”. An individual may be embarrassed to admit that
he or she has not understood what you have just said. He or she may also not want to
cause YOU loss of face by implying you have not been clear. After asking “Do you
understand?” watch for the following: perpetual smiling and nodding at inappropriate
places; embarrassed laughter; lack of questions; lack of interruptions; or statements
like “I think I understand.”
9. Participate in the communication process. A person is much less likely to remember
English words and pronunciations when he or she is upset, frightened or self-conscious.
Help the prospect to relax by slowing yourself down, lowering your voice and accepting
some of the responsibility for the fact that the person does not understand.
10. Take time to build relationships slowly. In the United States, we have a tendency to
build relationships quickly and just as quickly leave them. This works for us but may not
work for an immigrant who is used to order, formality and hierarchy in relationships. We
get familiar quickly but others may not. It does not mean that immigrants are cold and
uncaring; it just takes them longer to adjust sometimes. Follow their lead. Use last names
and respectful titles, address the elderly with respect, avoid physical contact, accept
offerings of shared food and get to know all of the family members as you build acceptance.
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New Fair Housing Issues on the Horizon
Linguistic profiling – Testing for discrimination based on sound, tone, or accent of caller’s
voice. This type of discrimination is easy to test.
Name profiling – Testing for discrimination based on the person’s name if it sounds Middle
Eastern, African American, Hispanic or some other ethnicity. This type of discrimination is
also easy to test.
Visitability – Accessibility for disabled visitors and guests of residents, even if the resident
is not disabled.
Domestic violence victim eviction – Generally both the victim and the perpetrator are
evicted – which may impact women more than men (disparate impact.)
Target marketing – Marketing with a limited distribution to certain areas or zip codes only.
Source of Income – Already on the books in some states and municipalities, this further
adoption of this new category would protect against discrimination based on the source of
income to cover the rent (i.e. AFD welfare payments, social security benefits, housing
subsidies.)
Limited English Proficiency (LEP) – Providing written and spoken communication to
applicants whose primary language is something other than English.
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Resources for Fair Housing Information
National Disability Rights Network
900 Second Street, NE, #211, Washington, DC 20002
202/408-9514
www.napas.org
National Fair Housing Alliance
1400 “Eye” Street, #530, Washington, DC 20003
202/898-1661
www.nationalfairhousing.org
U.S. Department of Housing and Urban Development (HUD)
Office of Fair Housing and Equal Opportunity
451 7th Street, SW, Washington, DC 20410
202/708-1112 www.hud.gov
The Fair Housing Institute, Inc.
www.fairhouse.net
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The Americans with Disabilities Act (ADA)
The Americans with Disabilities Act (ADA) main objective was to expand opportunities and
protection under the law for persons with disabilities. Leasing Professionals will interact
with persons with disabilities. The Fair Housing “Golden Rules” apply:
“Treat everyone the same.”
“Be consistent.”
The Rehabilitation Act of 1973 was the first step towards full recognition of the rights of
persons with disabilities. Many of the definitions and features of the ADA are directly from
the 1973 legislation.
There are five parts, or Titles, to ADA:
Title I – Employment. Prohibits discrimination against an applicant or an employee with
a disability (covers employers with more than 15 employees).
Title II – Public Services. Not applicable to multihousing industry under most
circumstances.
Title III - Public Accommodations and Services Operated by Private Entities. This is the
section of ADA that has the most impact on the multihousing industry. The law requires
that facilities that are open to the public consider the needs of persons with disabilities.
Such facilities include “rental establishments,” which typically includes the Information
Center of the apartment community. Therefore, persons with disabilities who visit
Leasing Centers must have access to all services and amenities such as parking, curb
ramps, stairs/ elevators, public drinking fountains and restroom facilities, and public
telephones.
Title IV - Telecommunications. Not applicable to multihousing industry under most
circumstances.
Title V - Miscellaneous Provisions. Like the Fair Housing law, this title prohibits retaliation
or coercion against anyone seeking to exercise their rights under the ADA.
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The Fair Housing Act of 1988 and the Americans with Disabilities Act of 1990 are designed
to complement each other. An easy rule of thumb is to remember that the ADA applies
primarily to the leasing office and the areas providing access to the leasing office. The Fair
Housing laws primarily pertain to the common areas and the actual apartment homes. Not
all parts of a management or leasing office are open to the public.
Equal Credit Opportunity Act
The Equal Credit Opportunity Act makes discrimination unlawful with respect to any aspect
of a credit application on the basis of:
- race;
- color;
- religion;
- national origin;
- sex;
- marital status;
- age; and/or
- because all or part of the applicant’s income is derived from any public assistance
program.
State and local laws often provide even broader coverage and prohibit discrimination
based on additional protected classes not covered under this federal act.
When a prospective resident is asked to complete an application for rental, it could seem
like an invasion of privacy and viewed as a complicated process. The application process
should be fully explained to all applicants to reduce anxiety and misunderstanding of the
process. If an application (and not the person) must be denied the opportunity to lease an
apartment, this should be done with compassion and understanding.
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Fair Credit Reporting Act (FCRA) (1996)
The Fair Credit Reporting Act is designed to protect the privacy and insure the accuracy of
consumer report information and to guarantee that the information supplied by Consumer
Reporting Agencies (CRAs) is as accurate as possible. It also requires Property Owners to
deny a lease based on information in the applicant’s consumer report to provide the applicant with an “adverse action notice”. Three of the most significant CRAs or providers of
credit information are Equifax, Experian and Transunion. Other companies who provide
credit screening services are also covered by the FCRA.
As a part of the prospect screening procedure, the Leasing Professional may use a third
party screening firm or make multiple calls and inquiries. A consumer report (also called a
credit report) contains information about a person’s credit characteristics, character, general
reputation and lifestyle. It may also include information about someone’s rental history,
such as information from previous Property Owners or from public records like housing,
court or eviction files.
If the contents of the consumer report require that the applicant be denied or that additional
deposits or rent are required, the FCRA governs how to respond. The Leasing Professional
should carefully follow company policy and consult with his or her supervisor before relaying
the CRAs findings to the applicant.
If a rental application is denied, the applicant must be given a proper written notice of the
reason for the denial and contact information for the CRA that provides the adverse credit
information. . The notice should also disclose that a consumer has a right to a free credit
report and the right to dispute the accuracy of the information found in the consumer credit
report. Lastly, adverse action notices should include the disclosure of credit scores and
information relating to credit scores if a credit score is used in taking adverse action.
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Fair and Accurate Credit Transaction Act (FACTA) (2003)
Late in 2003 and responding to the dramatic increase in identity theft and fraud, the Fair
and Accurate Credit Transaction Act (FACTA) was signed into law. The Act substantially
changes the FCRA’s impact on property owners. In addition to reauthorizing the FCRA, the
Act addresses consumer concerns about identity theft and inaccuracies in consumer
reports and gives consumers the right to limit how businesses can use their non-public
personal information. The FACTA has been incorporated into the FCRA.
For the Leasing Professional, consumer reports may now appear with fraud alerts and file
blocks when consumers claim identity theft or fraud. Similarly, if the community provides
data to consumer reporting agencies such as collection agencies, there are new requirements
to respond to notices of alleged identity theft. Leasing Professionals should always confirm
these reports with the Property Manager and respond according to company policy and
screening criteria.
Previously, only consumer reports issued by Trans Union, Experian, and Equifax required
notifying a prospective resident. Now, reports from tenant-screening services, referencechecking services, and other information providers that either use credit reports from a
credit bureau or rely on information about the resident’s rental history also require notifying
the prospective resident. Such notice is not required when an owner or his employees
verify the information supplied in the application.
Leasing Professionals should be aware that the Act also impacts:
The types of records that will be submitted to collection agencies and release of business records to the victim in an identity theft situation.
New procedures for verifying collection account accuracy and re-investigating if the
account is disputed.
Limitations on a corporate entity to “share” information between its sister properties for
the purposes of marketing.
All of these factors impact applicant screening at the community. The Leasing Professional
will be certain to be aware of what his or her role is in applicant screening.
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Additional Consumer Protections
Along with the various available ways to communicate with consumers, a variety of laws and regulations
are being considered. While many of these protect the personal information and records of consumer,
they have serious implications for the multihousing industry and for Leasing Professionals.
Do Not Call. The Do Not Call Registry has been established and consumers may elect to join that registry
and avoid interstate and intrastate telemarketing calls. This includes apartment management firms.
Do Not Fax. According to the Federal Trade Commission, Junk Fax Prevention Act, which was passed
by Congress in 2005 states:
“The rules provide that it is unlawful to send unsolicited advertisements to any fax machine, including those at both businesses and residences, without the recipient’s prior express invitation or
permission. Fax advertisements, however, may be sent to recipients with whom the sender has an
EBR (Existing Business Relationship), as long as the fax number was provided voluntarily by the
recipient. Specifically, a fax advertisement may be sent to an EBR customer if the sender also:
obtains the fax number directly from the recipient through, for example, an application, contact
information form or membership renewal form; or
obtains the fax number from the recipient’s own directory, advertisement, or site on the Internet,
unless the recipient has noted on such materials that it does not accept unsolicited advertisements at the fax number in question; or
has taken reasonable steps to verify that the recipient consented to have the number listed, if
obtained from a directory or other source of information compiled by a third party.
If the sender had an EBR with the recipient and possessed the recipient’s fax number before July
9, 2005 (the date the Junk Fax Prevention Act became law), the sender may send the fax advertisements without demonstrating how the number was obtained.
Opt-out Notice Requirements: Senders of permissible fax advertisements (those sent under an EBR or
with the recipient’s prior express permission) must provide notice and contact information on the fax that allows
recipients to “opt-out” of future faxes. The Leasing Professional must carefully comply with these standards.
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CAN-SPAM. In May 2008, the CAN-SPAM Act was updated. This law put heavy restrictions on unsolicited commercial e-mail, known as spam. It affects all businesses that
conduct marketing by e-mail and includes apartment communities. It applies to e-mails
that are used largely for advertising or promotion of a commercial product or service.
When marketing by e-mail, the Leasing Professional must be aware that under the
CAN-SPAM law, marketing e-mails must have:
identification that it is an advertisement;
In general, it clarifies that in the “From” window, your recipients should be clearly
recognizable as belonging to your organization.
the opt-out mechanism must not be complicated that allows the consumer to elect
to not get future e-mails; and
a valid return e-mail address and a physical postal address and meets USPS registration guidelines. E-mails confirming transactions that the recipient previously agreed to
or about changes relative to the recipient’s relationship with the company are not
included in these rules.
A Leasing Professional communicating with a prospect or resident with whom there is an
ongoing business relationship and which references arrangements, details, schedules,
fees, changes in terms or other related information is likely within the CAN-SPAM
regulations.
As with any and all business conduct and duties, it is the Leasing Professional that stays
abreast of current industry activity, including new laws that affect common business
practices.
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Applicant Screening
It is customary in our industry to “screen” applications to determine if they meet the criteria
your company has set for residency at your property (see NALP course Interviewing and
Qualifying Residents). Generally the following areas are checked and, in the event of a
negative report, can cause the rejection of an application.
- credit history
- income
- rental history
- eviction records
- criminal background
- Social Security Number (SSN) or Individual Tax Identification Number (ITIN)
The Leasing Professional must understand that these and other criteria will have thresholds
determined by company policy and that they are responsible for complying with the policies.
It is recommended that company criteria for credit, income, employment, etc. be printed
and posted prominently in the leasing office. Many companies give signed copies of the
criteria to every applicant in order to avoid any misunderstanding about the screening
process.
Identity documents (such as a valid governmentally issued photo ID) are generally
required to show an apartment but they are also mandatory in approval or rejection of the
application to lease. Even if you do not know how to determine a real document, you may
be able to spot inconsistencies that point to fraud or you may be able to document important
information for later legal action.
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Criminal Background Checks
This business practice involves the review of the criminal activity or criminal background of
all rental applicants (and sometimes even includes lease renewals). Before any review or
check is conducted, the Leasing Professional must inform the applicant that the criminal
background check will be done and obtain an appropriate written authorization to check
the applicant’s criminal history. An owner or management company representative determines
the scope of the checks.
All applications must be checked using the same consistent process for the same criteria
to avoid discriminatory treatment. Typically the owner or a management company’s policies
and procedures determines when an application or renewal will be denied due to the
results of the criminal background check. The denial could be based on any felony within a
designated amount of years or it could be based on designated felonies such as those
against a person (assault, murder, rape, sexual abuse, etc.) within a designated amount of
years. Determining which crimes will result in denial of a rental application can be a difficult
job. Also, records must often be checked in multiple states or jurisdictions going back at
least two years in time. This is particularly important if the applicant lived in other cities or
states before moving to the current area.
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The Lease and Legal Issues
Leases are contracts. They generally describe the nature of the relationship between the
resident and owner. In some states, when a prospect signs an application, he/she has a
legal responsibility to sign a lease providing the application is approved. The Leasing
Professional must be aware of what the application requires from both the applicant and
the Leasing Professional.
Once the application is approved, the Leasing Professional should be familiar enough with
the lease that he or she can give a brief explanation of what each section means. The
lease determines the agreed rights and responsibilities about issues such as:
- Address of the leased apartment
- Rent and other fees due (late, NSF, etc.)
- Damage to the apartment
- Maintenance requests
- Utilities
- Subletting
- Authorized occupants
- Notices
Generally community rules are also a part of the lease. In addition, a number of documents—
called lease addenda, contain important rules about service requests, amenities, pet
agreements, utilities, etc. The lease addenda are also part of the contractual agreement
made by the owner and the new resident. As a Leasing Professional, it is your job to
understand these elements and understand the basic legal responsibilities and duties for
the residents and owner.
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Other Occupancy Issues and Possible Lease Violations
As a member of an onsite team, the Leasing Professional will generally be aware of certain
legal issues regarding residents, maintenance requests and lease violations. As a
professional, you understand that these issues are not to be publicized or discussed with
other residents (unless a necessary part of an investigation conducted by management) as
they affect the personal lives of your residents. Nonetheless, you should be aware that the
onsite manager will deal with legal issues regarding the resident and:
- Habitability—the owner’s suitable maintenance of the property
- Provision of access to basic utilities—water, electricity, etc.
- Common areas that meet health codes
- Nuisance control of other residents—ventilating, overcrowding, disruptive noise
complaints, etc.
- Resident’s responsibility to reasonably maintain the interior of the unit
- Satellite dishes or antennae
- Reporting safety or health issues to management—locks not working, water leaks,
mold, etc.
- Disputes between neighbor
- Crime on the property
- Injuries to residents or damages to their personal property
- Privacy and rights to enter
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Lead-Based Paint Safe Work Practices
Regulations under Sections 1012 and 1013 of the Residential Lead-Based Paint Hazard
Reduction Act became effective September 15, 2000. The LBP regulations require that
property owners who operate conventional market rate apartment communities that were
built before 1978 and those communities that receive federal assistance, including project
and also all of those voucher-assisted Section 8, and FHA-insured properties must:
- Distribute to new residents copies of the EPA pamphlet “How to Protect Your Family
from Lead in your Home” and advise of any known evidence of lead-based paint in the
community;
- Repair any defect in a painted surface that causes paint deterioration;
- Dust test any repair work that disturbs a painted area greater than 20 square feet
outside, two square feet inside or 10% of a small surface building component, such as
a window frame;
- Notify residents of repair work and distribute to them copies of the EPA pamphlet,
“Renovate Right”;
- Keep records of all repair work for a minimum of three years; and
- Provide HUD-approved training for anyone who performs repairs.
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- Ensure that inspectors and testers are certified according to the EPA regulations;
- Use lead-safe work practices during renovations and repairs;
- Monitor and re-evaluate lead-based paint;
- Maintain lead-based painted areas to ensure that paint remains intact and that safe
practices are used around the paint; and
- Test bare soil of apartment property play areas, including playgrounds and ball fields.
The disclosure pamphlet and accompanying form must be given at the time a new lease is
signed. If a resident renews after receiving the original disclosures, the disclosures do not
have to be distributed again—unless new information has surfaced. Then the new information
must be disclosed in writing to the resident. Exception: The disclosure rules do not apply
to pre-1978 rental sites that have been inspected and declared lead-free by a certified lead
inspector. A copy of the cover follows for identification purposes.
A pamphlet entitled “Renovate Right” must be distributed if there is repair work that goes
on in the unit that disturbs over 6 square feet of interior paint or on the outside that disturbs over 20 square feet of exterior paint.
Copies of the EPA pamphlet, disclosure forms and other information are available at:
www.hud.gov/offices/lead/disclosurerule/index.cfm and www.epa.gov/lead/pubs/renovation.htm
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Resident’s Personal Safety Activity
There is no nationally recognized standard for acceptable apartment property management
safety practices and measures regarding crime on the property. Legal interpretations vary
widely in different states. Most courts apply a standard of inquiry that asks what was a
reasonable response, given the specific facts of each situation.
A management company can, even under the right circumstances, be held liable for a
resident’s injuries or loss of property even if it was caused by an unpredictable criminal
attack. Negligence is determined by whether a court or jury feels that the management
failed to keep the premises safe due to some form of unreasonable conduct. For example,
a management company could be held liable for a sexual assault on a resident’s child if
management was aware of a prior similar attack and failed to send out warning notices to
all residents so that they would be more careful of their child’s safety. This is called a duty
to warn residents about reasonable risks of criminal attack.
A management company can be held liable for injury caused due to its failure to repair
something that causes an apartment or common areas to be unsafe for normal use.
Negligence is failure to perform a duty that reasonably subjects a resident, occupant or
guest to harm.
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Case #1
Your lease says that the resident assumes all responsibility for the condition of the apartment
after move in. The resident becomes injured while attempting to flee a fire in the apartment
home, tripping on a loose or defective stair step in a rear breezeway that she seldom
used. The resident sues claiming that she would not have fallen if management had
properly repaired the stair step.
What is your verdict?
Case #2
An unknown person who entered the apartment home by prying open a sliding glass door
sexually assaults a resident. The resident sues on the grounds that the property owner is
liable for the resident’s attack because it knew about a recent break-in burglary and failed
to warn residents. She also claims that management refused to give her a special device
known as a “Charlie bar” that would have prevented the sliding glass door from being
forced open.
What is your verdict?
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It is important not to use the term “security” guards, and rather refer to them as “courtesy”
personnel. It is also important to never guarantee such a service because realistically it
cannot be offered indefinitely and to all residents and their guests at all times everywhere
throughout the property. Generally speaking, owners and managers or apartment communities
do not provide or offer security services to prevent, detect or deter crime or other common
emergencies that can occur. Apartment management should not market or guarantee that
the property is safe from crime or any similar type assurance. As a Leasing Professional,
you must never make such representations.
The key points here are security and courtesy. Courtesy officers are there for the benefit
of the owner and management – not the resident.
There should be no expectation given of security provided to the resident. By not calling
these individuals “security personnel”, you help remove any misconception. The second
issue is that whatever person you provide and whatever services they provide, both are
either a courtesy to the residents or a service to the property. Do not confuse the residents.
Under the law, it is clearly the responsibility of residents to assume responsibility for their
own personal safety and that of their families and guests. It is also incumbent upon all of
the apartment community staff to help make the apartment community secure from known
dangers or conditions.
What are some opportune times when a resident’s personal responsibility for safety
can be communicated?
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Safety Hazards
All residents and onsite management staff should be alerted to possible safety hazards
and encouraged to notify management as soon as a possible safety hazard is discovered.
Unsafe conditions should be identified and corrected promptly.
Typical safety practices onsite teams should perform include:
Proper labeling and storing of chemicals such as paint removers and acids in a secure
place;
Ensuring and inspecting for the proper functioning of self-closing limited access gates
around pool areas and easy access to pool safety equipment;
Communicating to residents the local building safety codes and property policies
regarding the use of grills; and
Communicating to residents that appropriate authorities should be contacted first in an
emergency and then notifying the owner or property representative.
Generally speaking, many building codes prohibit use or storage of any kind of grill for
cooking on a balcony or porch due to the high risk of fire.
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Resident Safety Practices
Following is a list of some personal safety procedures that should be included in the
orientation session with new residents. This is not an exhaustive list. Many companies
have entire documents, which list more extensive procedures.
Never leave a window or door unlocked;
Maintain renter household insurance on all property;
Mark all valuables with an identifying number – videotape all valuables;
Keep an inventory of all valuables;
Communicate with your neighbors and form a collective watch;
Do not give keys to anyone including friends or relatives;
Call police for suspicious occurrences;
Report all crimes to proper authorities and then to management;
Never unlock a door or a car or apartment to anyone you do not know and trust; and
Devise a personal escape plan in the event of fire and practice using alternative
escapes from the apartment.
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Other resident personal safety practices:
When asked if an area is safe, a Leasing Professional should respond: “Please understand
that I, along with any other apartment community, cannot guarantee your personal safety.
In fact, no place in the U.S. today is 100% safe. It is best if you use good common sense
and practice basic safety precautions as you would anywhere else. For more information
regarding the safety of our community, I encourage you to go online to find out more about
this area and its safety records.”
If asked whether there is crime on the property, you must either decline to answer and
defer the question to your supervisor or answer truthfully. You are not allowed to say
something like, “This is generally a safe property, but has some crime.” Any comment that
a property is “safe” or “free from crime” can be later used by a resident who was the victim
of crime to say that he or she was misled and would not have rented if they had known
about the “crime problem.”
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You Be the Judge Activity
Case #1
A resident was struck by an unidentified intruder in her apartment, leased from Garden
Gate Apartment.* There was no sign of forced entry. At the time of the attack, the front
door lock of the woman’s apartment home was not part of the apartment community’s
master key system and only the resident, her sister, and the apartment community’s
manager had keys to the door. The apartment community installed pin locks and “Charlie
bars” in the sliding glass doors of other residents’ homes, but not in hers. The apartment
community once had a history of the company’s maintenance person entering unannounced
into apartment homes so there was an agreement that no Garden Gate employee would
enter this resident’s apartment home without the manager in attendance. The resident
claims that the only way someone could have gained access to her apartment was if it was
a management employee or if the management company negligently allowed unauthorized
and uncontrolled access to the management’s keys.
Should the management be held liable for this attack?
Decision:
*Real case
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Case #2
Linda Leaser* and her mother moved into Garden Grove Apartments. During their
orientation session, they signed a lease that included a statement that local law enforcement
authorities, not management, were responsible for security. The lease further said that the
property employed patrol guards for the sole purpose of watching the rental offices and the
physical plant, not for the residents’ personal protection. However, the resident and her
mother both remembered the Leasing Professional saying that security was excellent at
Garden Grove and that there was no crime in the area. Soon after moving in, Linda was
criminally assaulted and sued Garden Grove Apartments for liability.
Decision:
*Real case; fictitious names
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Case #3
Sarah Subletter* lived in the apartment home of Owen and Ona Owners. A professional
management company managed the apartment. While in the apartment home, Sarah gave
birth to two children during her first two years of residency. Then the apartment home was
sold to Ventura Ventures. Three years later, Sarah’s children were evaluated and
diagnosed with high blood lead levels. She filed suit against the Owners and the company
that had managed the property for about 16 years. The Owners settled out of court but the
management company went to court and based its position on the common law of that
state and the city code which provided that a Property Owner was not liable for a defective
condition on the property unless he either knew or had reason to know of the condition
and had a reasonable opportunity to correct it.
Decision:
*Real case; fictitious names
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Emergency Contact Situations: Fire
A brochure on emergencies with emergency contact information including telephone numbers
should be part of the move-in packet for new residents. Leasing Professionals should
know how to deal with basic emergency situations.
In the event of a fire, there are three steps that must be taken:
1. Notify the fire department;
2. Evacuate the building; and
3. Cut off utilities when safe.
There are steps one can take to diminish the possibility or impact of a fire on the property:
Know where all cut off valves are located;
Know where all charged extinguishers are located and how to operate them;
Clean out storage areas;
Clean up after painting jobs;
Check electric appliances, especially cords and plugs;
Keep furnace room clean and the fire door closed;
Check alarm systems regularly; and
Request the local fire department inspect the property at least annually.
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Emergency Contact Situations: Police/Sheriff
The local police and/or sheriff department should be contacted for any instances of
assault, burglary, vandalism, disorderly parties and violent arguments or fights. Steps can
be taken to reduce the chances of lawlessness.
Steps to Reduce Risk
Control or eliminate master keys;
Keep vacant apartment homes locked at all times;
Utilize sound, secure locks—preferably deadbolts—on all doors;
Maintain proper lighting around buildings, grounds and parking areas;
Do not keep large amounts of cash in the Information Center; and
Inform others when leaving the office or Information Center.
If possible, Leasing Professionals should get to know the police officers and sheriff in the
community. The public relations department of the local police department can be an
excellent resource for information. It is important to know which jurisdiction to call for
assistance.
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Summary
Because of your participation in this NALP course, you are now able to:
Explain how various Fair Housing laws apply to the multihousing industry and to the
responsibilities and duties of the Leasing Professional;
Identify major components of the Fair Housing laws;
Apply Fair Housing concepts to the responsibilities and duties of a Leasing
Professional;
Relate the provisions of the Equal Credit Opportunity Act, Criminal Background
Checks, and Lead Paint Safe Work Practices to the Leasing Professional position;
Implement basic safety practices and emergency contact procedures that should be
demonstrated while on the job; and
Outline the basics of legal compliance and risk management.
For additional and updated information, students should contact other resources for materials
and knowledge about the legal aspects that impact a Leasing Professional’s job. An
excellent resource is the local apartment association and company legal counsel.
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Exam
The NALP exam is comprehensive and delivered online. The NALP Exam is 100 questions
and timed for 1 hour and 30 minutes. All participants must enroll in the designation
program to be eligible to sit for the exam. To enroll in the NALP course, go to the NAA
Web site at:
www.naahq.org/education
You will need an Eligibility Code in order to sit for the exam. Eligibility Codes are unique to
each participant and are the key to unlocking the exam. Your Eligibility Code will be given
to you by your instructor or Sponsoring Organization.
The passing point for the comprehensive exam is 70 or above.
You must work individually on the exam. No books are allowed to be used as a reference.
For more detailed information on the exam and to download the Candidate Handbook,
please visit the NAA Web site:
www.naahq.org/education/designationprograms/Pages/OnlineExams
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The Market Survey
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The Market Survey Presentation
Participant Guide
National Apartment Leasing Professional
NALP
NAA Education Institute
4300 Wilson Blvd., Suite 400
Arlington, VA 22203
703/518-6141
education@naahq.org
www.naahq.org
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National Apartment Leasing Professional
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Copyright © 2011 by NAA – National Apartment Association. All rights reserved. This
material is reproduced under license agreement between the National Apartment
Association and the National Apartment Association Education Institute. Reproduction in
whole or in part is not permitted without the express written consent of NAA.
The material presented in this program has been prepared for the general information of
the reader. It does not provide all the working conditions, necessary code and safety
regulations and procedures that may apply to each individual. For further information,
contact a supervisor or local authorities. The material presented is believed to be accurate,
however neither the National Apartment Association Education Institute, the National
Apartment Association nor its chartered affiliates can assume responsibility for any
damage to property or injury to persons as a result of use of the information provided.
Acknowledgments
The National Apartment Association Education Institute acknowledges the contributions of
countless volunteers who made this program possible. From the first time pencil was put
to paper, through development, revisions and updates, pilot programs and expert reviews,
the servants of our industry have made the National Apartment Leasing Professional
course and designation a reality. We extend our thanks and pledge to maintain the NALP
designation as the premier standard apartment industry training program for all Leasing
Professionals.
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Table of Contents
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Step-by-Step Completion of the Market Survey Presentation
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The Markey Survey Checklist
Telephone and Leasing Evaluation
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Comparable Community Information
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Unit Mix and Rent Schedule
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Rent Analysis
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Tips for Preparation and Presentation
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The Market Survey Presentation
You will apply the skills you learned in class.
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The Market Survey Presentation is the final part of the NALP program. After all of the
classes have been delivered and tests taken, participants prepare a 10-15 minute oral
presentation to be given to the class. The presentation is an important summary of your
learning experience in NALP because:
You will evaluate your community in comparison to the competition.
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You will learn how to offer recommendations for improved results at your community.
You will gain vital speaking experience.
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Step by Step Completion of the Market Survey Presentation
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1. The Market Survey Checklist. Complete the top of the Market Survey Checklist. This
form will help keep you on track and ensure that you have completed each element of
the presentation. Place it aside and initial it as you complete each item. When complete,
sign the Statement of Authenticity and submit it to the panel when you give your
presentation.
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2. Select three comparable or competitive properties. To be a true competitor, the
communities should be in your area, with similar floorplans, and similar resident profile.
One of the best tests is where are your residents moving or which communities are
your prospective residents choosing. Ideally, select locations where you are not known
or where you do not know any of the staff members.
3. Make six copies each of Part I: Market Survey – Telephone and Leasing
Evaluation and Part II: Comparable Community Information. One set you will use as
you gather information, the other will be used for a neat, final copy for the presentation.
4. Part I: Market Survey – Telephone and Leasing Evaluation. Complete the telephone
interview after you have attended the Telephone Presentation portion of the NALP
program. Listen carefully and take notes as you talk with the Leasing Professional
over the telephone. This process will allow you to complete your evaluation form
accurately once the call has ended. Focus on the techniques you learned in class and
determine if they were utilized during the call. Part I of the Market Survey asks you to
respond to nineteen questions as well as provide comments about the telephone
conversation. Complete each blank. Initial the Market Survey Checklist after you have
completed each call.
5. The Leasing Evaluation. After you have attended the Leasing Demonstration &
Follow-Up and Leasing Interview portions of the NALP program, visit the communities
you have selected to evaluate in person. Pose as a potential customer looking for a
new apartment. Complete two forms as a result of your visit 1) Part I: Market Survey –
Telephone and Leasing Evaluation 2) Part II: Comparable Community Information (to
evaluate the community amenities, property and apartment condition, rents, incentives
and their policies). Take the forms with you; however it would not be appropriate to take
the forms into the leasing office nor on the tour. Complete the forms promptly and
completely. Obtain a brochure and any written information to assist you in completing
the Comparable Community Information Part II.
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National Apartment Leasing Professional
The Unit Mix and Rent Schedule at the bottom of the Comparable Information Form
provides six lines to detail six unit types. If the community has additional floor plans,
include an addendum and outline the other unit types and their rent schedule. Once all
floor plans and the rent information have been entered, add the totals and/or averages
to the grid.
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Make sure to initial the completed sections on the Market Survey Checklist. This approach will help you to remain organized.
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6. Part III: Rent Analysis. Complete the Rent Analysis grid. You will complete the information
you have gathered from each of the Comparable Community Information forms. This
single page should contain all rents for all unit types for all four communities – subject
and three comparables. Be sure to calculate rent, unit size, and rent per square foot for
each of the 4 communities. Again, use your Market Survey Checklist to note your work.
7. Assembling in binder or folder. Make sure your Market Survey and Comparable
Community Information forms are neatly prepared. They should be typed or neatly
printed. Once you have applied the finishing touches, we recommend you put the
forms in a binder or folder. Include the Market Survey Checklist, the Telephone and
Leasing Evaluation, the Comparable Community Information form and Rent Analysis
form. If you like you can use dividers and a simple cover sheet. Make yourself a set
of the final materials as well. You should be proud of this work!
8. Prepare for your oral presentation. You will be given 10 to 15 minutes to present
your Market Survey to a panel. During your presentation, you will discuss and review
the findings of the three visits, including your observations and impressions of the
communities themselves as well as the sales approach used by each leasing team.
Your objective is to demonstrate to the panel your knowledge and understanding of
the skills and techniques you have been taught in the NALP program. In addition, it
will be important to discuss how these skills and techniques apply to your performance
as a Leasing Professional. Panelists may ask you questions, but do not worry, the
questions will be limited to the course material and your Market Survey presentation.
You will likely observe behaviors and establish impressions of these communities.
These observations might motivate you to make changes at your community whether
the behaviors and impressions are positive or negative. Be sure to include any
recommendations in your presentation indicating your understanding of the skills,
while presenting an opportunity for you to add further value to your community.
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The Market Survey Presentation
National Apartment Leasing Professional
Participant Guide
The Market Survey Checklist and Statement of Authenticity
Candidate
Name
Address
Street
Local Apt. Association
Company/
Property
City
State
Zip
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Use this checklist to indicate your completion of each of the required sections of the
Market Survey. You will conduct a telephone evaluation and an in-person shopping report
at each of the three communities you have selected as comparables. In addition you will
complete a Community Comparable and Rent Analysis form for all properties (subject and
comparables). Initial the column labeled “Participant Initials” to check off that you have
completed and included that information.
Participant Initials
Description
Subj
Telephone and Leasing
I.
Prop
2
Affiliate/Reviewer Use ONLY
Prop
3
SAT
UNSAT
COMMENTS
N/A
Evaluation
II.
Prop
1
Comparable Community
Information
III.
Rent Analysis:
Participants must keep a copy of their Market Survey Presentation
Candidate Statement of Authenticity
I hereby certify that the material contained herein is my original work and has not
been plagiarized in any way.
Candidate
Signature:
Reviewer Use Only
Based on the presentation of this project by (Name)
on (Date)
, I/we rate the market survey notebook as:
SatisfactoryUnsatisfactory
Reviewer comments:
Reviewer Printer Name and Title:
Reviewer Signature:
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National Apartment Leasing Professional
Part I: Market Survey - Telephone and Leasing Evaluation
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Apartment Community:
Phone Date:
Telephone Leasing Professional:
Phone Time:
Onsite Date:
Onsite Leasing Professional:
Onsite Time:
Shopper Profile
Name Used On Telephone:
Name Used Onsite:
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Number of Occupants:
Size Apt. Requested:
Date Needed:
Section One - Telephone Procedures
1. Did the Leasing Professional answer the telephone promptly and
identify the community by name?
Yes
No
2. Did the Leasing Professional convey a pleasant and friendly tone?
3. Did the Leasing Professional introduce her/himself?
4. Did the Leasing Professional request your name?
5. Was your name used effectively during the conversation?
6. Did the Leasing Professional pre-qualify you by inquiring: Apartment size required?
Date apartment needed?
How many would occupy the apartment?
If you had a pet?
Price Range?
Special needs (i.e. F/P, Washer/Dryer, Up/Downstairs, other)?
7. Did the Leasing Professional avoid asking if children would be occupying the apartment?
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National Apartment Leasing Professional
Participant Guide
Yes
No
8. Were you asked how you knew about the community?
9. Did the Leasing Professional ask why you were moving?
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10. Did the Leasing Professional make the apartment sound desirable
and/or did the Leasing Professional paint a word picture?
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11. Did the Leasing Professional seem focused and interested in assisting
you with your needs?
12. Did the Leasing Professional discuss community amenities?
13. Did the Leasing Professional attempt to schedule an appointment?
14. Did the Leasing Professional offer directions to the community?
15. Did the Leasing Professional ask for your telephone number?
Did the Leasing Professional ask for additional contact information?
Mailing Address Email Address
16. Did the Leasing Professional discuss deposits and lease rates with
confidence?
17. Did the Leasing Professional remain in control and guide the
conversation (and not merely respond to questions)?
18. Did the Leasing Professional create a sense of urgency?
19. Was the overall telephone presentation positive?
Telephone Comments:
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National Apartment Leasing Professional
Section Two - Community Appearance
Yes
No
20. Did you easily locate the community?
21. Did you easily locate the community center/office?
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22. Was your first impression of the community positive?
23. Were the main community signs clearly visible, upright, and well
maintained?
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24. Was there convenient parking for prospective residents?
25. Were the grounds clean?
26. Were the lawns and landscaping neat?
27. Was the parking lot in good condition?
28. Was the entryway into the information center clean and attractive?
29. Were walkways or common areas clean and free from personal
property?
Community Appearance Comments:
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Participant Guide
Section Three - Meeting and Greeting
Yes
No
30. Did the office smell fresh, clean and inviting?
31. Did the Leasing Professional stand when you entered?
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32. Did the Leasing Professional greet you with a smile?
33. Did the Leasing Professional introduce her/himself?
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34. Did the Leasing Professional shake your hand when he/she introduced
him/herself?
35. Did the Leasing Professional offer you a seat?
36. Was the Leasing Professional's desk clean and uncluttered?
37. Was the Leasing Professional dressed professionally?
38. Did the Leasing Professional remember your telephone call?
39. Did the Leasing Professional seem aware of the apartments available?
40. Did the Leasing Professional make you feel welcome?
41. Was the office clean, neat, professional and inviting?
42. Were you offered refreshments?
43. Did the Leasing Professional seem sincerely interested in helping
you?
Greeting Comments:
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National Apartment Leasing Professional
Section Four - Information Gathering
Yes
No
44. Was a guest card completed manually or electronically (i.e. information
entered on a computer):
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By Shopper
By a Leasing Professional
45. Did the Leasing Professional determine any of the following?
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Apartment size
Price range or budget
Move-in date
Number of occupants
Pets
Where you live now or mailing address
E-mail address
Telephone (home, work, cell)
Any specific needs/preferences
46. Did the Leasing Professional determine how you knew the community?
47. Did the Leasing Professional ask why you were moving?
48. Did the Leasing Professional create rapport while attempting to
determine your needs?
49. Did the Leasing Professional use the company Web site, floor plans
and/or a brochure to sell the apartment and/or community?
50. Did the Leasing Professional request proper identification prior to
taking you to the apartment and/or community?
Information Gathering Comments:
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Participant Guide
Section Five - Leasing Demonstration
Yes
No
51. Did the Leasing Professional seem eager to show you an apartment
model?
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52. Did the Leasing Professional take control and lead with enthusiasm?
53. Did the Leasing Professional take a scenic yet convenient route to the
apartment?
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54. Did the Leasing Professional initiate and carry on a friendly conversation as you walked to and from the apartment? Please explain.
55. Did the Leasing Professional sell the management and maintenance
on the way to the apartment/model?
56. Did the Leasing Professional discuss and/or point out the amenities
and facilities of the community? Please explain.
57. Did the Leasing Professional discuss neighborhood attractions (i.e.
shopping, restaurants, entertainment) or neighborhood conveniences?
58. Did the Leasing Professional show any of the following? (check all that apply)
Model
Vacant
Occupied
59. Did the Leasing Professional show an apartment that was clean, made
ready, and comfortable in temperature? Please explain.
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National Apartment Leasing Professional
Yes
No
60. Did the Leasing Professional mention benefits for the apartment
features s/he demonstrated? Please explain.
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61. Did the Leasing Professional encourage you to be actively involved in
the apartment demonstration (i.e., open doors, drawers, etc.)?
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62. Did the Leasing Professional exhibit complete knowledge of the
apartment demonstrated?
63. Did the Leasing Professional point out advantages you said were
important?
64. Did the Leasing Professional effectively overcome your objections?
What objection did you offer?
65. Did the Leasing Professional attempt to close the sale while still in the
apartment/model? Please explain.
66. Did the Leasing Professional refrain from discussing what type of
people lived within the community? Please explain.
67. Did the Leasing Professional dutifully refrain from using the word
"security" or imply in any fashion that the community was a safe place
to live? Please explain.
Demonstrating Comments:
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Participant Guide
Section Six - Closing Techniques
Yes
No
68. Did the Leasing Professional invite you return to the Leasing Center
following a tour of the apartment and/or community?
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69. Did the Leasing Professional explain rental rates positively and with
confidence?
70. Did the Leasing Professional convey a sense of urgency?
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71. Did the Leasing Professional ask you to complete an application?
72. Did the Leasing Professional ask you to provide a deposit or other monetary commitment for the apartment?
73. If an apartment was not available, did the Leasing Professional ask you
to sign a waiting list.
74. Did the Leasing Professional attempt any other closes? Please explain.
75. Did the Leasing Professional ask to hold an apartment for you?
76. Did the Leasing Professional attempt to schedule another
appointment?
77. Did the Leasing Professional remain interested and enthusiastic throughout your visit?
78. Did the Leasing Professional provide you with any promotional materials?
79. Would you have leased an apartment based upon the Leasing
Professional’s presentation, not the community itself?
What reason did you give for not leasing?
Where you offered a special? If so, what was it?
If your needs were not met, did the Leasing Professional refer you to a
locator or another community? Please explain.
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Closing Comments:
Yes
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Follow-Up:
No
81. Did the Leasing Professional follow-up? Thank You Note
E-mail
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Telephone Call
Leasing Professional's overall attitude and impression:
Based on Leasing Professional's presentation, would you have leased the apartment? Why or why not?
Leasing Professional's strongest points:
Leasing Professional's weakest points:
Leasing Professional's primary closing technique:
Overall comments:
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Participant Guide
Part II: Market Survey - Comparable Community Information
Items to complete:
Complete the top portion of the Community Comparable Information Form on
each of the four communities.
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Each community you have selected to shop plus your own community should have a
Comparable Community Information form (4 total) to describe the community location, conditions, neighborhood, utilities and other amenities. This form should be completed BEFORE you
complete Part III – Rent Analysis..
#1-3
Rate the general condition of the community and consider location of neighborhood, proximity to school, banks, shopping and transit. When considering the
appeal of the community, consider curb appeal, neighborhood, parking of old
cars, etc.
#4
Describe available lease terms
#5
List number of occupants allowed per unit and any other occupancy restrictions.
#6
List restrictions on pets and amount of deposits, additional rent or fees.
#7
Note parking choices available and any fees
#8
Describe how hot water is delivered.
#9
Describe how electricity/gas is provided for heating and air conditioning
#10
Describe how utilities are billed to the resident
#11
Check what resident pays for in addition to rent
#12
Note deposits related to unit size.
#13
Indicate the amounts for various fees
#14
Carefully check off available amenities and unit features
#15
Detail all marketing and advertising done by the community.
#16
List the current specials the community is offering and to what units they apply.
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Unit Mix and Rent Schedule
Unit Type – List unit types starting with the smallest apartment such as: EFF; 1 BR, 2 BR, 3 BR, etc. Use additional pages so all floor plans are included
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Number of Units – List how many of each size per plan. The total of this column
should be the total number of units in the community
Square Footage – List the square footage of each apartment type
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Total Sq. Ft. – List the total square footage for each unit type (for example, 24
units that each measure 840 square feet would total 20,160 square feet for that unit
type). The bottom line for this column should be the total square feet of the community divided by the total number of units to equal an average square feet per unit.
Rent per Month – List the monthly rent for each apartment type
Total Mo. Rent – List the total monthly rent for each unit type (for example 24
units at $700 per month would total $16,800 for that unit type.) The bottom line for
this column should be the total monthly rent for the community divided by the total
number of units to equal an average rent per unit.
Rent per Sq. Ft. – List the monthly rent amount divided by the square footage
for each unit type. The answer should be expressed as “$.xx.” The average for this
column is the total of all rents divided by the total of all square feet. The answer
should be expressed as “$.xx.”
Net Rent – List which apartment types receive a concession and the monthly rent
minus the value of the concession. (For example, two months free rent on a
12-month lease for a $700 a month unit would be a total concession of $1,400 or
$117 per month over the year. Deducting the $117 from the $700 rent would equal
a net rent of $583.) This figure would go in the column
Comments – record any pertinent information (i.e. remodeling some units, down
units, weekend special only.)
This information is now transferred to Part III - Rent Analysis
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Participant Guide
Part II: Comparable Community Information
Subject
Date: ___________________________________ Property: _______________________
Comparable
Community: ______________________________ Phone: (____) ___________________
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Address: ________________________________________________________________
Mgmt Co
Person
/Owner: _________________________________ Contacted: _____________________
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No. of Units: _____________________ How Close to Subject? ____________________
Community Age: __________________ Current Occupancy: _______________________
1. Location:ExcellentGoodFairPoor
2. Condition/AppealExcellentGoodFairPoor
3. NeighborhoodExcellentGoodFairPoor
4. Lease Terms Available: ___________________________________________________
No ofOther
5. Occupants:
1 BR
2 BR
3 BR, Restrictions: _____________
6. Pets OK?
N
Yes
7. Parking Options: Restrictions__________ Dep __________ Fees ________
Open
Covered Assigned
8. Hot Water:
Boiler
Indiv. Hot Water Heater
9. Heat/AC:
Central
Individual Control
10. Utilities:
Individual
Submeter
11. Resident Pays for:
Electricity 12. Deposit Amounts:
1BR
Gas 2 BR
Garages
RUBS
Water Trash All Bills Paid
Other
3 BR
13. Standard Fees: $_____ Application $_____ Administrative $______ Cleaning/Damage
$_____ Other ____________________________________________
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National Apartment Leasing Professional
14. Amenities:
UNIT AMENITIES – available in some or all units
Self-Cleaning Oven
Mini Blinds
Vaulted Ceiling
Cable Available
PROPERTY AMENITIES
Fitness Room
Tennis/Sport Court
Conference Room
Barbecue Grills
Garages
Extra Storage
Fireplace
CeilingFan
W/D Conn
Sun Room
Spa/Jacuzzi
Racquetball
Business Center
Jogging Trail
Limited Access Gates
Pet Stations
Sauna
Clubroom
Picnic Areas
Car Wash Area
Patrol Service
Recycling
Courtesy Officer
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Pool - # _____
Tanning Bed
Coffee Bar
Community Garden
Covered Parking Manned Gate
Trash Compactor
Vertical Blinds
W/D Included
Patio/Balcony
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Microwave
Icemaker
Intrusion Alarm Cable Provided
Pet Park
PROPERTY SERVICES
Wireless Availability
Notary Service
Trash Pick-Up @ Door
Copier Access
15. Marketing and Advertising: _______________________________________________
________________________________________________________________________
________________________________________________________________________
16. Current Specials: _______________________________________________________
________________________________________________________________________
Unit
Type
TOTAL
20
No. of
Units
Sq. Ft./
Unit
Avg.>>>
Total
Sq. Ft.
Rent/
Mo.
Avg.>>>
Total Mo
Rent
Rent/
Sq. Ft.
Net
Rent
Comments
<<<Avg.
© 2011 National Apartment Association | Revision 1211
The Market Survey Presentation
National Apartment Leasing Professional
Participant Guide
Part III: Rent Analysis
Compare the subject community to the three communities previously visited.
Include the date the Market Survey was conducted.
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The “subject property” is your community; complete information as indicated.
Complete information at the top of each column for each comparable community (i.e.,
number of apartments, occupancy percentage and age).
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The information you have gathered on each community on the Comparable Community
Information (Part II) forms will list each size unit with square feet, rental amount and
rent per square foot. Transfer this information to the Rent Analysis (Part III). Use
square footage that is comparable to the subject property. Try to stay within 50 to 100
square feet of the “subject property” floor plans.
Complete each property's average unit size, rental rate, and rent per square foot.
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Part III: Rent Analysis
Date
Subject
Type
Style
Date
# Units
# Units
# Units
# Units
Occupancy
Occupancy
Occupancy
Occupancy
Community Age
Community Age
Community Age
Community Age
Sq. Ft.
Rent
$/
Sq. Ft
Sq. Ft.
Rent
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Unit
Date
$/
Sq. Ft
Sq. Ft.
Rent
$/
Sq. Ft.
Sq. Ft
Rent
$/
Sq. Ft
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Date
Property
Averages
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Participant Guide
Tips for Preparation and Presentation
Written Project
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The Market Survey Presentation is the final part of the NALP program. Usually, the
presentation is delivered to the class. The presentation demonstrates the participants
understanding of the skills required to be a Leasing Professional.
Presentations will reflect the effort involved in producing the product.
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A binder or portfolio is to be used.
Make at least one blank copy of the Comparable Community Information forms to use
while making notes; neatly transfer your findings to a final version.
All forms must be typed or neatly written.
Use complete sentences – grammar and spelling is important.
Use proper symbols where required, including $$$ and correct notation for
measurements.
Complete the Telephone Shops after attending the Telephone Presentations course.
It is advised to avoid conducting your phone shops from your community.
Avoid wearing company uniforms or name badges to shop properties.
Complete the physical shops after attending the Leasing Demonstration course.
If the competition communities know you, shop a different market. Remember, you are
trying to obtain a true assessment.
Use “N/A” where appropriate – all blanks should be filled with nothing left blank.
Oral Presentation
A 10-15 minute presentation in front of part or all of the class will be required.
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The Market Survey Presentation
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National Apartment Leasing Professional
Preparation is the key to your success! Know your material and practice, practice,
practice! Practice your oral presentation in front of friends, family, or co-workers.
Another idea, as silly as it may sound, is to practice in front of a mirror. You will be
pleasantly surprised at the comfort and confidence you gain as you become more
familiar with what you want to say!
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Try to relax! You will not be evaluated on your presentation skills. The purpose of the oral
presentation is to determine how well you have mastered the course. The quality and
attention to detail evident in your market survey presentation will support this conclusion.
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Take your time. Use note cards or an outline to highlight the points you would like to
cover in your oral presentation to keep you focused and organized. Be concise and stick
to the subject at hand. There is no reason to be nervous! You know the information;
remember you have spent many hours conducting the research, preparing the documents
and forming your own recommendations and conclusions. You will find that a 10 to 15
minute presentation will go by quickly. Plus, this time frame allows for questions.
Dress for success. Professional attire is recommended, as discussed in the “Keys to
Success” course.
Speak to the class as if you were presenting to your Property Manager, Regional
Manager and/or owner of the community.
Incorporate vocabulary and terminology learned throughout the course into your presentation.
Share your observations from each shopping experience, and convey what you would
incorporate or modify in your leasing presentation.
Prepare to answer questions posed by the class and your Reviewer(s).
Use of visual aids (i.e., charts, posters, handouts) are an excellent way to communicate
and highlight important information.
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