As property managers look ahead to 2026, they’re balancing new technology, complicated property operations, and the challenge of retaining both tenants and staff. According to 2026 IREM President Mindy Gronbeck, CPM, CCIM, and EVP of property operations at HAWKINS, AMO, the year ahead won’t be defined by a single change: instead, it will be influenced by how teams adapt across multiple areas of responsibility.
Gronbeck notes that many changes are already underway, particularly around technology. She points out that knowing when to use tools like AI – and similarly, when a human element is still needed -- will become increasingly important. “I think for the most part, AI is going to be a tool for the automation of routine tasks,” says Gronbeck. “Many of those tasks are related to billing, maintenance, and work orders.”
Understanding which changes are gaining momentum and how to respond to them will help property managers as they plan their best next steps in the coming months.
Balancing automation with human connection
As digital tools become more embedded across property operations, Gronbeck notes that it’s important to use them without becoming overly dependent on them in critical areas. One example she shares comes from the multifamily market, in which AI supported 100% of a tenant’s initial contact. “Every point of contact that the resident had, including the tour of the apartment, was done through automation.”
However, Gronbeck explains that she has observed a direct correlation between human support during those initial touchpoints and higher occupancy rates in multifamily properties:
“During that first showing, you’re meeting someone who is choosing a place to live,” says Gronbeck.
She notes that teams can more easily showcase a property’s amenities and features in person, and that some of these details can be overlooked when prospective tenants rely on a self-guided tour supported by technology.
Operational resilience hinges on planning and talent
Recent natural disasters have underscored the importance of emergency preparedness, and Gronbeck suggests that property managers should regularly revisit their emergency plans.
“You buy a property, or you build a property, put an emergency plan in place, and then it sits somewhere for 20 years until there’s an emergency,” says Gronbeck. “You want building data, site plans, and insurance information easily accessible during and after an emergency, and you want to revisit those plans annually.”
Gronbeck also notes that, alongside emergency preparedness, staffing needs are changing. Teams want more work-life balance and to know exactly where their careers are heading.
“The early-career survey that IREM conducted recently found that a large number of respondents plan to stay in property management for the next three to five years,” says Gronbeck. “However, the biggest drivers of retention are proper compensation and work-life balance. Employees also want advancement opportunities, and they want to know exactly what they need to do to reach the next level.”
With so many changes expected in the year ahead, Gronbeck notes that property management organizations should invest in education and their people in order to be well-positioned to manage many of the ongoing shifts in technology, staffing needs, and increased tenant demands.
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