How physically, mentally, emotionally, and spiritually challenging is the industry?

By Marion Simon, General Manager of Boulevard North Holiday Apartments. Originally published in Resort News (HERE).

Trigger Warning: This article discusses suicide and its impact. If you or someone you know is struggling, please seek support from a trusted friend, professional, or a crisis support service. For support, contact Lifeline Australia at 13 11 14 or Beyond Blue at 1300 22 4636.

This article came about after chatting with management rights leader Stuart McMullan from the IStayQLD Group—think Marrakesh Apartments, Pacific Regis, and HiSurf, to name a few.

I always value my time with Stuart, his candour, and his willingness to discuss topics that others in the industry often avoid. He called to talk about his experience following the tragic death of an owner who died by suicide.

Stuart’s immediate reaction, much like many of us might feel, was to reflect on the situation, and question whether he missed warning signs or could have offered more support.

However, it’s important to acknowledge that suicide is an incredibly complex issue, often influenced by a combination of mental health challenges, life stressors, and other factors outside anyone’s control.

During our conversation, Stuart and I also reflected on the significant role we, as management rights owners and onsite personnel, have and the physical, mental, spiritual, and emotional toll this responsibility can take on us.

The immense responsibility we carry for our body corporate, owners, letting pool owners, guests, and the public is immeasurable. In a state renowned for its world-class beaches, theme parks, and vibrant cityscapes, management rights owners are pivotal in delivering exceptional guest experiences.

For tourists, the first impression of Queensland often begins with their accommodation, and it is the management rights owners who ensure properties are clean, functional, and welcoming.

Their efforts set the stage for memorable stays, directly impacting Queensland’s reputation as a premier travel destination. By overseeing bookings, handling guest enquiries, and ensuring that facilities meet high standards, management rights owners help attract repeat visitors and positive reviews.

This, in turn, supports local economies, from restaurants and shops to attractions that rely on steady tourism traffic. This balancing act is incredibly challenging, as bodies corporate and owners are often reluctant to spend the necessary money to uphold and maintain buildings, facilities, and apartments.

Management rights owners play an equally crucial role in safeguarding property values. Through proactive maintenance, effective dispute resolution, and fostering a sense of community, we as managers ensure the smooth operation of strata-titled properties. Our efforts not only enhance the quality of life for residents and guests but also preserve and increase property values for owners.

Management rights owners act as a bridge between various stakeholders, including property owners, residents, government, councils, and body corporate committees. By managing day-to-day operations and addressing concerns promptly, we facilitate effective communication and harmonious relationships within the complex. However, this is often contentious.

Onsite managers may do all the necessary work to resolve a challenge, only for the body corporate or an owner to decide against undertaking the work. Onsite managers are then left to handle the fallout from unhappy contractors, owners, and guests while shielding the body corporate or owner from blame, carrying the burden themselves.

Adding to this is the ongoing threat posed by self-managed or externally managed units. An owner may choose to utilise a friend, family member, or self-manage, without realising the negative implications this can create for the building, other owners, and often themselves.

Problematic guests are a common occurrence, and without any compensation, the onsite manager is expected to handle the fallout. This is contrary to our insurance and legal restrictions and often places onsite managers in precarious legal situations.

We are also expected to be well-versed in strata laws and regulations, ensuring compliance and protecting property owners from potential legal and financial risks.

Our expertise in balancing competing interests—whether between long term residents and short term holiday guests or among body corporate committee members—is essential for maintaining a cohesive and functional community. Yet, this area is often rife with disputes, petty disagreements, and unnecessary complications.

In addition to all this, management rights businesses are not just caretakers; we are significant contributors to Queensland’s economy. Many management rights owners operate as small business owners, employing staff, contracting local tradespeople, and purchasing supplies and services from the community. This creates a ripple effect of economic activity, benefiting both urban and regional areas.

Management rights owners have a vital role, and face many challenges, including navigating complex regulatory environments, managing stakeholder expectations, and adapting to changes in the tourism and property markets. However, these challenges also present opportunities for growth, innovation, and collaboration, allowing managers to refine their services and contribute even more effectively.

All this equates to a minefield of stress on all levels. Self-care and preservation are of utmost importance. My discussion with Stuart led us to conclude that as vital as it is to offer the best possible service to everyone involved, it is equally, if not more, important to look after ourselves first, followed closely by our businesses.

This ties in with my previous column, “Are we chicken?” Do we put procedures in place to protect our businesses?

Do we charge the correct prices, or are we allowing ourselves to be used and abused? Are we aware of our actual responsibilities, and are these aligned with our contracts?

Back to Stuart—he was fortunate to have a close friend who is a professional counsellor. After experiencing the loss of the owner to suicide, Stuart sought support to process the resulting emotions, guilt, and questions. Faced with similar circumstances, though, many of us would not have access to such support and may have to wait weeks, if not months, for a counselling appointment.

As a member of Australian Resident Accommodation Managers Association (ARAMA) the peak industry membership body for Management and Letting Rights (MLR) in Australia you are offered free counselling through A-MAP.

A-MAP connects you to qualified psychologists and counsellors, 24/7, via phone, text, email, web enquiry, or LiveChat in your preferred language. Over 30 languages are available, including Mandarin. This is a FREE and confidential counselling/support service to help ARAMA members deal with personal or work-related problems in a positive way. A-MAP includes three one-hour counselling sessions per member per year, free of charge. ARAMA will never know who has accessed counselling, as the Privacy Act (1988) protects this information. The only time ARAMA will know is if you choose to disclose it or provide written consent.

You can access confidential counselling by calling Acacia EAP 24 hours a day on 1300 364 273, lodging an appointment request, or live chatting online at https://www.eapcounselling.com.au/, or texting 0401 33 77 11.

I truly hope your experience in our industry is the rich tapestry filled with colour, variety and emotions that it should be, and that you have the necessary support when needed. If not, consider joining a group that can offer you the support you need.

You could even start a monthly get-together for others in the industry in your area. This has been my saving grace—having people who understand and are prepared to share.Your regular GP is also a great first port of call if you or someone you know is struggling, and can help you connect with healthcare providers.

My articles for 2025 will discuss the various challenges we experience and, where possible, include expert advice on how we can best handle these challenges. If there is a topic you would like discussed, please email [email protected]