When it comes to property management, problem-solving isn’t just a skill—it’s an art. Eric Michael of Atlas NYC knows this better than most. With years of experience managing buildings across New York City, Eric has developed a nuanced approach to tackling the myriad issues that can arise in any property. From broken doors to complex utility disputes, his method is both systematic and adaptable, ensuring that no problem is too big—or too small—to handle.
“One of the chief functions of a property manager is to solve problems,” Eric explains. “And those problems can come at any time of the day or night, in any number. You can’t control how frequently they come up, but you can control how you respond.”
This sentiment is at the heart of Atlas NYC’s philosophy. When buildings seek new management, Eric often hears the same two complaints about their current managers: they’re either inaccessible or they don’t know how to solve problems effectively. For Eric, accessibility and problem-solving go hand in hand. “Solving problems in buildings is a critical part of managing them,” he says. “There’s no magic formula, but there are steps you can take to figure out what the problem is and then determine the right solution.”
The Art of Asking the Right Questions
Eric’s approach starts with understanding the problem at its core. He uses a simple but effective example to illustrate this: a resident reports that the front door is broken. At first glance, this seems straightforward, but Eric points out that the initial notification is often too vague to act on. “Just saying the door is broken doesn’t tell us what we need to know,” he says. “We have to ask questions to narrow it down.”
What are the symptoms? Is the door knob not working? Is the door not closing properly? Did it come off its hinges? Is the glass cracked? By asking these pointed questions, Eric and his team can pinpoint the issue. “Once we know the door isn’t closing hard enough to latch on its own, we can send the right person to adjust the door closer. If the door itself is cracked, that’s a different fix entirely.”
This process of probing and clarifying is essential, Eric emphasizes. “The first notification we receive is often too vague for meaningful action. We have to figure out the actual picture of the problem before we can solve it.”
Prioritization and Expertise
Of course, not all problems are created equal. When multiple issues arise simultaneously, prioritization becomes key. “If we get 25 problems at a time, we can’t resolve all of them at once,” Eric says. “A water leak goes to the top of the list, while a squeaky door goes to the bottom.”
Some problems, however, require more than just prioritization—they demand specialized expertise. Take, for example, a façade leak where water is seeping into a building. “That’s a more advanced problem,” Eric notes. “We might need outside experts to help identify the source of the leak and recommend a solution.”
Even then, the process doesn’t end with identifying the solution. Implementing it often involves coordinating with building owners, co-op or condo boards, and contractors. “We have to get approval, meet with the person doing the work, and put a plan in place,” Eric explains. “It’s a collaborative effort.”
Leveraging Experience and Resources
Over the years, Eric has developed a toolkit of strategies for solving even the most stubborn problems. One such tool involves dealing with utility companies like Con Edison. “Con Ed is a monopoly, so if you’re not getting good service, you can’t just go to a competitor,” Eric says. “But because they’re regulated by the Public Service Commission, you can file a complaint with them.”
He shares a recent example where a building needed a dedicated electric meter for fire suppression equipment. Despite repeated work orders, Con Ed kept closing the requests without explanation. “Finally, we filed a complaint with the Public Service Commission,” Eric recalls. “The next business day, someone called us, and we had a dedicated person overseeing the resolution. It was a game-changer.”
This kind of insight, Eric notes, comes from experience. “Filing a complaint with the Public Service Commission isn’t something everyone knows about. It’s a tool you learn to use over time, and it can be incredibly effective.”
The Bigger Picture
For Eric, problem-solving in property management isn’t just about fixing what’s broken—it’s about protecting the asset and ensuring the satisfaction of tenants and owners alike. “Timing is crucial,” he says. “Everyone wants their problem solved yesterday. But by asking the right questions, prioritizing effectively, and leveraging the right resources, we can deliver solutions that work.”
At the end of the day, Eric’s approach is rooted in a deep understanding of both the technical and human sides of property management. “There’s no one-size-fits-all solution,” he says. “But with the right mindset and tools, we can handle whatever comes our way.”
And that, in a nutshell, is the Atlas NYC way.
