Empowering women in property management: insights from industry trailblazers on International Women's Day

In celebration of International Women’s Day, PayProp had the privilege of picking the brains of two female executives in the rental housing industry: Gail S. Phillips, CAE, who is CEO of NARPM in the United States, and Lynzi Michal, Director of Membership & Marketing for FRPO and CFAA in Canada. They got honest about their career wins, struggles, and the lessons they've learned along the way.

Their stories are universally applicable and we invite everyone to enjoy them. Whether you're seeking business strategies, personal or professional development ideas, local market insights, or a good dose of respect for the amazing women steering the ship in our industry, their interviews offer a wealth of knowledge and inspiration.

Tell me about your past work experience. How long have you been in the rental housing industry and in your current position?

Real estate is in my blood.

I was an Executive Director for several REALTOR associations for many years in the beginning of my career, and have been Senior Vice President of Organization Management Group – NARPM’s association management company – for 39 years.

When NARPM hired us it was a real fit, because we already had the real estate knowledge, so we didn't have to learn a whole new industry – just how their organization worked. And I have been CEO of NARPM for almost 19 years now.

As CEO, I oversee all of NARPM’s operations. We do course writing, administer classes, host conferences. That's probably the biggest thing that NARPM does: education. 

We’re currently in the process of redesigning our six-hour certification classes down to three hours. I provide the oversight on that, and tend to work with the instructors because they like that I can make decisions and make things happen.

Are there specific accomplishments or milestones in your career that you're especially proud of?

I hold the Certified Association Executive (CAE) designation, which is given by the American Society of Association Executives.

I feel it's very important. It shows the education and the accomplishments I have. You have to complete so many hours of education, you have to volunteer, you have to give back.

But I think I’m the proudest watching the leadership of all my current and past associations grow, and to see how I can assist in making them more successful. I had a president who gave me their President's Award because he was so happy with how much I helped him. It's those little accomplishments that just make you feel good about what you do.

What was the biggest obstacle you've faced in your career, and how did you overcome it?

Of course, being a woman does create a few obstacles. I think probably every woman has seen that or will see that some time in her career.

As for me, I am a very candid person, so when something or someone gets in my way, I let them know. I volunteered for an organization that was very male-dominated, and I took on their education. I said, “I'm doing this because I want to make a difference,” – and I did!

Sometimes you have to stand up for what you believe in, and that goes for everybody.

On the flip side, what do you love most about your job?

The people. NARPM members respect each other, they respect our staff, and they’re very supportive.

One of the things about NARPM that keeps members and staff coming back year after year is the relationships. They are tremendous relationship advocates. It’s something I appreciate because I'm that kind of person too. We believe that the connections – the friendships – we make are very valuable.

How do you stay open to constructive criticism while staying true to your own vision and ideas?

I’m what you’d call you a “fixer.” When I get feedback and there's issues, I immediately get to work on correcting them.

If I feel I’m being wrongly criticized, we talk about it. I let the person know my feelings because, as I say, there's always two sides to every story and in the middle is the truth.

How do you see the role of women evolving in corporate leadership, especially in the context of the property management industry?

The business world has changed tremendously from where it was several years ago, and that's why you're seeing more women in more high-end leadership roles.

NARPM has three other women and one man on its executive board, and two of those women own their own companies.

I think people now see women are not just about raising their children – they also know how to run very successful businesses. And maybe it's because they’ve raised families and they understand what it takes to keep people together.

How do you help your organization navigate the intersection of business goals and social responsibility?

Every year NARPM picks a charity and holds a fundraiser. In 2023, we partnered with Communities In Schools to help children in lower-income areas succeed in classrooms. This year we’ve chosen the Pat Tillman Foundation to support military veterans and their families.

We always find ways to give back to the community because NARPM members know that is important, particularly in their line of work.

They work with people. They work with tenants, owners, contractors, and they understand they need to support all of them at the same time, along with supporting charities that they truly believe in.

Can you share any insights into the most important trends or developments in the US rental market that property managers will need to take note of?

In the past few years, there was not a lot of inventory for all the rental demand.

That is turning, and we're seeing properties staying on the market longer, we're seeing activity moving slower. But this is something our property managers are used to. We fluctuate. A lot of times the rental market is opposite of the sales market. When sales are lacking, property management is usually doing very well. So even though it has slowed down, it's still a great market to be in.

One of the big things we're seeing lately is consolidation. We're seeing some of our people who've been in business for years looking at retiring or looking at change. They’re selling their businesses or just closing them.

I was just at a conference where they talked about how the largest employment segment is now Millennials. It used to be Baby Boomers, but they're all retiring and making big life decisions. So now we’re seeing the younger generations taking over.

Even within NARPM, I’d say we have a pretty young Board of Directors. We have quite a few in our leadership who are Millennials. And it's good for the organization – it makes them look at new areas in new, quicker, smarter ways using technology, which is really huge with them.

How do you see technology shaping the future of the rental housing industry?

COVID made a huge difference in where the PropTech market is today.

Before, our members didn't have online payment portals; they would take payments through their office. They didn't have electronic communications; they would pick up the phone and call.

Now that everything is tied into their software and online platforms – like PayProp – they're looking at how to do things electronically that they used to all do manually. A lot of them no longer take cash because of the liability.

It's much easier to set up a portal where they can make their payments, pull up their leases, schedule maintenance, etc. It’s better for the property management companies because then they have digital records, and it's easier for the tenants because they can just log in and see and do everything. That’s what the younger generations want – they want the ease and the convenience of getting what they need from the comfort of their properties.

How do you ensure continuous learning and growth in your career?

I take classes – most often to renew my CAE designation, but I take other classes for educational purposes too.

I learn from others. I’ve gone to our members and asked, “Can you help me?” and they’ll teach me how to use new software. If you don't embrace technology and you don't embrace the changes that are happening to the market and the world, you're going to be left behind.

You've got to self-teach, you've got to want to learn, and you've got to be willing to take the time.

Anything else that you'd like to add?

I think the biggest hurdle, particularly for women, is finding that balance between your personal life and your business life. I have a full-time job and a grandson who I always make time for. And there's many of our members, many of whom are women, who still have young children who are learning that balance.

But don't give up! Reach for your goals. It may take you a few years, but go for it and don’t ever give up.

Tell me about your past work experience. How long have you been in the rental housing industry and in your current position?

I have accumulated nearly 15 years of experience in the rental housing industry.

Currently, I hold the position of Director of Membership & Marketing for both the Federation of Rental-housing Providers of Ontario (FRPO) and the Canadian Federation of Apartment Associations (CFAA).

I am responsible for managing membership activities, benefits programs, sponsorship acquisitions, the FRPO MAC Awards, the CFAA Rental Housing Awards, and much more.

Are there specific accomplishments or milestones in your career that you're especially proud of?

Twelve years ago, I saw a gap in the rental industry's event offerings and recognized the need for a platform specifically tailored to women. That's when I founded the 'Women in Rental Housing' luncheon, initially gathering a modest 50 attendees.

Over the years, the event has grown significantly and now attracts over 300 participants annually. Held each summer, the luncheon provides a dedicated space for women in our industry to network, learn, and engage.

We’ve hosted a diverse array of speakers, including senior leaders in the industry, and have also used the platform to address important social justice issues such as intimate partner violence, most often in collaboration with the non-profit Interval House. This dual focus contributes to both women’s professional development and broader societal conversations.

What was the biggest obstacle you've faced in your career, and how did you overcome it?

One significant obstacle I encountered was my fear of public speaking, which caused considerable anxiety in the earlier stages of my career.

Surprisingly, it was the creation of the Women's Luncheon that was the turning point in overcoming this fear, as I had to assume the role of host and MC.

Being surrounded by supportive women provided me with the encouragement I needed to face this challenge head-on. Through this experience, I conquered my fear and developed a newfound confidence in public speaking.

Now I proudly embrace the microphone, and demonstrate to others how perseverance can lead to personal growth.

On the flip side, what do you love most about your job?

The dynamic nature of the Canadian multifamily sector.

I find the industry constantly evolving – each day presents new challenges and opportunities. The fast-paced environment keeps me engaged, especially as we strive to address the pressing housing crisis by expanding rental accommodations across the country.

It also helps that I’m surrounded by incredibly skilled individuals.

How do you stay open to constructive criticism while staying true to your own vision and ideas?

That involves adopting an operational perspective.

Rather than internalizing feedback as a personal attack, I try to assess its potential to enhance client satisfaction, streamline operations, or automate processes.

Embracing feedback as an opportunity for growth enables me to implement beneficial changes to my organizations, ultimately benefiting both myself and our stakeholders.

How do you see the role of women evolving in corporate leadership, especially in the context of the property management industry?

Over the past 15 years, I've witnessed a significant shift in the composition of corporate leadership within the property management industry, with an increasing number of women assuming C-suite and senior leadership positions.

Our industry is fortunate to be rich in talented female professionals. However, despite these strides, there remains substantial work to be done.

The persistent gender pay gap, with women earning only 87 cents for every dollar earned by men, underscores the need for continued efforts to address barriers to gender equity and ensure equal opportunities for all.

It's crucial we remain proactive in identifying and removing these barriers to promote fairness and accessibility across the board.

How do you help your organization navigate the intersection of business goals and social responsibility?

FRPO recognizes the profound impact that housing has on shaping the fabric of society, and so we prioritize our commitment to social responsibility. We actively promote fair policies aimed at ensuring safe and secure rental housing for all individuals.

We also actively engage with community groups and collaborate with non-profit organizations. As I mentioned earlier, FRPO works a lot with Interval House, Canada’s first shelter for women fleeing intimate partner violence. By actively participating in these partnerships, we contribute to the broader efforts of building stronger, more resilient communities.

Can you share any insights into the most important trends or developments in the Ontario rental market that property managers will need to take note of?

The latest rental data reports show that growth was very robust last year but should cool in 2024, which is good news for renters with more units coming online.

The most pressing issue in Canada is the rental supply crunch, so we hope to see more federal and provincial announcements supporting our housing goals. I think it’s important that all levels of government and industry work together to increase our housing stock across the spectrum. 

How do you see technology shaping the future of the rental housing industry?

The impact of technology on the rental housing industry is widespread and ongoing.

We've already witnessed significant advancements, from the adoption of 3D floor plans and virtual leasing to the implementation of AI for managing development schedules. These innovations not only enhance efficiency but also revolutionize the way we interact with properties and residents.

Looking ahead, the potential of technology to expedite housing delivery to Canadians is tremendous. With further advancements, we anticipate faster and more cost-effective solutions for both developers and renters.

Overall, the evolving landscape of technology promises an exciting future for the rental housing industry, one characterized by increased efficiency, accessibility, and innovation.

How do you ensure continuous learning and growth in your career?

That can be challenging in a small organization where formal professional development opportunities may be limited.

However, personally, I have found that my role as a senior leader in the association environment provides ample opportunities for growth on a daily basis.

Engaging in tasks such as spearheading membership initiatives, negotiating partnership agreements, and organizing educational events keeps my skills sharp and relevant. I believe in taking initiative, even in areas where I may lack experience, and over the past year I've dedicated myself to self-directed learning.

As a result, I've acquired new skills, like website development, and have discovered a passion for design and content creation. By focusing on activities that ignite my enthusiasm, I’m able to continuously learn and evolve in my career.