April 2015
Past Issues | Advertise

Jen Ciccotto on Why Change Matters, Always Innovating and Being Fearless

Print this Article | Send to Colleague

Q: In your Pinnacle acceptance speech, you said that when you applied for a property management job, it was all new to you—you were not even sure what it entailed. Ten years and the industry’s biggest award later, did it meet your expectations?

Q: What about innovating do you like best?

A career that has the same routine every day never appealed to me because I love to be kept on my toes. And I’m a quintessential "people person," so the contacts you make in this industry with people from all walks of life are fascinating to me.

Q: Liz Majkowski called you "fearless", i.e. not afraid to do whatever it takes to get the job done. How has that benefited you?

A: I've seen managers intimidated by many things that come with this industry....from the "red tape" needed to get projects approved, to dealing with the resistance, to changing things that have been done a certain way for a long time, tenant reps who "strong arm"...the list goes on.

I think the reason I'm "fearless" is because when I know something is necessary, I’ll go to any means necessary to get it—I know the team will benefit, whether by saving money or time; enhancing property value, or strengthening tenant relations, so they renew more easily. It might take extra work, as you have to document your case with facts, figures and sound reasoning. But I’m not afraid to work hard and be relentless—it’s worth it!

Q: Any pet peeves?

A: Inefficiency really gets to me; it’s such a time waster. Almost always, paperwork can be made to be much more efficient to free up time. Use that time to build skills—otherwise, there’s no real opportunity for your staff to grow. And when a staff member grows, we all benefit.

Q: What are your personal values in business?

A: Always do the right thing, and be the best you can be. Those are the reasons I fight for my people, my building, much-needed projects or improvements. Part of being your best includes a commitment to learn on the job every day—and keep learning. That will pay great dividends in the future.

Q: Let’s talk about the future. What skills will set apart good managers from high-performance managers?

A: Managers who can adapt. Managers who have the ability to teach the next generation. Managers who can find a common ground between technology and "old school" communication...strike the balance! It’s essential to use email, but use it wisely for tracking and back-up. When you make direct contact—face to face or by phone—you get greater clarity in less time, you can find common ground, and almost always, real results come much sooner.

Technology is seductive and I've seen too many people drawn in by being at the computer all day, or texting quick responses that just delay real analysis or action. The art of the spoken word is definitely not dead. Managers who are comfortable speaking to tenants and vendors in person, and presenting to their peers, will outperform those who can't.

Q: What advice do you have for those considering getting into this field?

A: Definitely join BOMA/NY and take classes to get your RPA and other designations. Join other professional associations as well. Find a mentor who you can learn from and return that favor by providing insight from your level. It’s an organic, give-and-take relationship; there’s contribution on both sides. I have been so fortunate to have great mentors. I am proof of the difference they can make, so seek one out if you can. And always, keep on learning!