Brooke Breese of The Residences at 900: Leading with Curiosity

Brooke Breese

Brooke Breese

Community Association Manager

Residences at 900

Brooke Breese is a Community Association Manager at The Residences at 900, a luxury condominium association located at 900 North Michigan along the Magnificent Mile in downtown Chicago. Brooke is a curious leader whose deeply empathetic approach to life has fostered a unique culture of trust and long-term success. Continue reading to learn about the unparalleled opportunities available to the fully unionized workforce at 900 North Michigan and how this benefits the entire community for its employees.

What is your role at The Residences at 900?

I am the Community Association Manager for The Residences at 900 Condominium Association. My role is to partner with the Board of Directors to oversee maintenance and management of common areas of the building. My responsibilities include everything from managing projects, the team, and finances, to ensuring bills are paid and resident dues are collected.

I approach life with curiosity instead of judgment, anger, or frustration. Every day, I try to understand things from a different or better perspective.

Who have been your primary mentors?

I have three mentors within my current organization who have each bettered me professionally and personally. Irma Ruiz-Collins is a colleague turned friend. We are neighbors within the 900 North Michigan campus, and I have been lucky to lean on her through many challenges. Irma is someone I consider a "lifetime manager" and rarely is there a situation she hasn't already seen or handled. She gives me so much confidence through her unequivocal support. My Regional Director, Erin Kearns, has pushed me to believe in myself and always brings the sunshine! She has a "can do" attitude and helps me to keep things in perspective when I begin to spiral. I think Erin may have 25 hours in a day because she juggles more than anyone I know and does it flawlessly. Our Board President, Mr. Frank Bramson, is a gem. He is a very successful businessman who brings a great deal of knowledge and experience. On top of that, he's such a great person and so pleasant to be around. I admire the way he balances business and relationships so effortlessly. He has become a mentor and dear friend of mine. 

What do you think have been the keys to your success?

I approach life with curiosity instead of judgment, anger, or frustration. Every day, I try to understand things from a different or better perspective. In any profession, it's easy to become jaded, especially when dealing with misunderstandings or conflicting personalities. I make a conscious effort to stay open-minded and fresh, which is a big part of why I enjoy my role so much.

What sets our Board of Directors apart is its commitment to pouring into all of our employees.

I also attribute a large part of my success in this role to my team. I inherited an amazing group of individuals who each bring something unique and spectacular to our shared experience. This is also true of our Board of Directors, who are fantastic to work with and inspire me. We all balance each other out very well.

What obstacles have you had to overcome in your career?

One challenge that I continue to navigate is striking the right balance between managing the Association as a business entity and the deeply personal nature of connecting with people about their homes. I strive to approach every decision and communication by putting myself in the resident's shoes, considering how I would want to receive information about my own home.

So when I need to deliver potentially difficult news, for example, I am striving to do so in a way that resonates with homeowners without causing undue panic or frustration. As a problem solver, I need to assess what content to deliver based on the recipient of the message. This is a skill I'll continue to refine throughout my career.

Tell me about the structure of the teams at The Residence at 900.

Our Association has made a deliberate choice to partner with the Local 1 Union, ensuring all our employees receive benefits and protections. What sets our Board of Directors apart is its commitment to pouring into all of our employees. This partnership ensures that our team members have access to a wide array of resources, including consistent exposure to specialized training and upskilling opportunities. We hire union employees for all positions; our receiving room and door staff belong to one branch of the union, while our maintenance and engineering team is part of a separate section.

Tell me more about the benefits of working with a unionized workforce?

Investing in our people promotes long-term retention. By requiring, subsidizing, and supporting union membership, we cultivate an environment that truly sustains our team members. The value of this long-term retention is immeasurable.

When employees grow their careers alongside the evolution of the building, they gain deep institutional knowledge, seeing the intricacies of important changes like new equipment installations and upgrades, for example. For our door staff, a long tenure means building genuine relationships with residents. While it might sound like a small detail, they witness everyone who comes and goes, which provides them with crucial environmental information. They may understand if a resident is unwell, going through a difficult time, or even in potential danger, acting as an extra layer of security and support.

What are some ways that your organization invests in its team members?

Last year, our Chief Engineer and Assistant Chief Engineer approached the Board with an idea to apply for an advanced certified residential engineering course. While the course is union-provided, the association had the option to either endorse or decline its participation.

It's important to note that unless they're on active vacation, our team members are on call 24/7, and we rely on them heavily. Despite this, they were eager to undertake a one-year class that met for four hours every Thursday night. They wanted to push themselves. Without hesitation, all five members of the Board supported the initiative, and were yet again in awe of their motivation to better themselves. The Board committed to providing a $500 bonus upon completion, along with two paid days off for them to attend various seminars and visit different buildings. Importantly, the Board acknowledged how big an undertaking this would be for the team members themselves.

After the Board’s endorsement, the engineers needed to secure a coveted spot in the program, awarded to only 25 engineers in the state of Illinois. We provided them with letters of support, and ultimately, both engineers were accepted into the program. To no one’s surprise, they both thrived and completed the course top of their class. 

Does the organization invest in entry-level team members as well? 

Absolutely. Another powerful example comes directly from our janitorial and maintenance division. A person in a Helper C role on our janitorial team approached the association, expressing a strong desire to advance to a Helper A position, which is a maintenance/engineering-focused role and requires participation in a 2 year apprenticeship program. The promotion would come with higher pay and advanced benefits, as well as a new focus. While the association could have opted to say, "We don't have space for another Helper A," the Board unequivocally responded, "We want this for you."

This was a substantial, two-year undertaking for the employee and the association. At the end of last year, that employee was successfully promoted. He completed his courses and was immediately met with a promotion and received a pay increase. We were incredibly proud to celebrate him. Our Board understands that happy employees are successful employees. When we elevate our team members, we receive a significant return on the investment.

How would you describe the philosophy or approach of your Board of Directors when it comes to hiring and employee development? Can you provide an example of how this plays out in practice? 

Our Board of Directors is comprised of five forward-thinking trailblazers. They each bring the best of their personal and professional experiences to the table, aiming to create an optimal living environment for our residents and a positive workplace for our employees. When making hiring and employment decisions, their priority is to bring on individuals they can trust and rely on.

I put a lot of thought into how I approach managing the team, especially because what might seem like a basic standard of conduct or performance to me, simply may not have been taught or understood by everyone.

Our Chief Engineer is a shining example of this philosophy. He started here in 2008, when the building was converted into condominiums, hired as a Helper C, working nights only. Through sheer persistence and dedication, he was promoted to Assistant Chief, and then four years ago, when the existing Chief retired, he was promoted again. This individual is undoubtedly one of the biggest assets we have in the association, and his journey perfectly illustrates what happens when you pour into people.

Is there any advice or insight that you would share with other employers who may be considering employing a unionized workforce?

For employers weighing unionization, I'd strongly suggest focusing on the potential for enhanced employee well-being. If it's something that could improve your team's lives or put them in a better position, it's a path worth considering.

 What drives me is my ability to understand where people are coming from, rather than expecting them to think or act differently.

From my personal experience, especially in a building of our size with 47 units, I've found that opting not to have union employees often leads to fewer support systems and resources available to your team. It becomes challenging to maintain the same level of opportunities and operational stability without that structure.

Considering that some team members may have less formal education or prior experience, how, if at all, do you adapt your management style to support their growth and success?

I put a lot of thought into how I approach managing the team, especially because what might seem like a basic standard of conduct or performance to me, simply may not have been taught or understood by everyone. It’s important to realize that someone’s behavior doesn’t necessarily mean that they lack respect or professionalism. My priority is always to educate and explain, meeting people where they are and showing them why a certain approach is expected. It's about bridging that gap, which can be challenging, but I continually strive to push in the right direction instead of being frustrated by a lack of initial understanding.

What motivates you to work in the manner that you do?

I have always been fascinated by and interested in people. I genuinely enjoy connecting with others and working with a top-notch team. What drives me is my ability to understand where people are coming from, rather than expecting them to think or act differently.