World War III? What a Major Difference One Month Can Make!
Blog # 579 @ 3 April 2020; Copyright 2020; www.educatemhc.com
Perspective. ‘Land lease communities, previously manufactured home communities, and earlier, ‘mobile home parks’, comprise the real estate component of manufactured housing!’
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INTRODUCTION: So, how are you faring these days? Hunkered down at home like Carolyn and me, or still at work? Today is our 20th day of self-quarantine, and we’re getting along fine. Guess that’s a benefit of knowing one another for 57 years. But that hasn’t helped us complete the very detailed 1,000 piece jigsaw puzzle we began on 14 March. It depicts Noah’s Ark and is comprised of many tiny animals. In any event, our adult children are keeping us in groceries.
What follows are my musings about the coronavirus pandemic. Am interested in our ‘take’ on this serious national health and economic welfare matter.
World War III?
What a Major Difference One Month Can Make!
Following two paragraphs comprise the lead (‘attention-getter’) in a feature article titled ‘Drowning in Money’ – New capital continues to pour into the private equity real estate space; found on page # 23 of the March 2020 issue of NREI (National Real Estate Investor) magazine.
“There has never been more private equity cash chasing commercial real estate assets. And yet more funds than ever continue to come to the market. That could make 2020 the frothiest year yet for private equity investors in the commercial real estate space.”
“In 2019, fund managers raised #151 billion, a volume that edged past the previous record of $148 billion achieved in 2018, according to data from London-based research firm Preqin. Average fund sizes are now larger than ever as well, with 295 funds accounting for the $151 billion in capital versus 486 funds that had raised the $148 billion the year before.”
As I pen these lines on Wednesday, 1 April 2020 – not as an April Fool’s Joke, I find my thoughts turning to what I’ve been hearing and reading about the coronavirus to date. After all, these past couple weeks have quickly become very trying personal health and corporate economic times, unlike anything since
World War I (1914–1918) & the Spanish Flu pandemic of 1918; 100+ years ago!
World War II (1939-1945) & the Vietnam War of 1954-1975; 50+ years ago!
I find myself agreeing, as President Trump suggests, this is a war we’re fighting against an invisible enemy! We should be thinking of this mobilization of our nation’s private sector, and passage of the Coronavirus Aid Relief & Economic Security Act (‘CARES’), as being akin to
World War III (2019 & 2020) & the difficult path we’ll be following to restore public health and economic prosperity to a strong but traumatized nation!
What do YOU think of what we’re going through these days? Let me know via firstname.lastname@example.org
Bruce Condit’s Seven Critical Steps to Crisis Management
Being pissed about the criticism directed at President Trump, during this coronavirus ‘war’, I decided to research how, in a perfect world, one prepares and effects crisis management – corporately, and by extension, governmentally. Here’s what I learned from Bruce Condit:
1. Have a plan. Every plan begins with clear objectives, e.g. protect endangered individuals, ensure audiences are kept informed, and organization survives. What specific actions are needed?
2. Identify a spokesperson. To ensure a clear and consistent message, name a spokesperson and prepare them to answer questions and participate in interviews.
3. Be honest and open via all communications channels, news interviews, social media, internal announcements, etc.
4. Keep one’s public (workforce, citizenry) informed. Minimize internal rumor mill subject to false reports on social media.
5. Communicate with customers and suppliers via every practical means.
6. Update early and often. Better to over-communicate if need be, rather than allow rumors to fill the information void.
7. Don’t forget social media. Monitor it, post and react to social media activity throughout the crisis.
As I worked my way through this crisis management planning process, I reflected on how – in my opinion – President Trump has fared to date. At first there was no workable plan in place. Is that his fault, or a shared shortfall with his predecessor? Spokespersons. Don’t know ‘bout you, but besides our president’s willingness to lead daily update briefings, I’ve been impressed with the two doctors who accompany him most of the time! And frankly, I believe the president and his advisors have been ‘honest & open’ with us to date – as there are always ‘state secrets’ we are at times better not knowing, until timing is right. And yes, I believe, as citizenry we have been kept informed, as the president and his staff advises us ‘early & often’, via print, online, broadcast, and social media. Bottom line for me? Stop criticizing President Trump, and ‘get on board’ with his health guidelines, so we can see our lives return to normalcy as quickly as possible.
George Allen, CPM, MHM