Teamwork Articles
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When it comes to promoting volunteers, the personal touch means so much. A phone call or home visit shows uncommon sincerity. It turns the message from "any body will do" to "you're the person we need". Since volunteers are unpaid, recognition looms large. Interestingly enough, even in paid jobs, recognition surpasses money on the motivation list. Volunteers at all levels should be regularly recognized with testimonials, plaques and other symbols of appreciation.

The board's job is leadership, not to do all the dirty work. Spend your time in leadership and motivation. Believe that there are those that truly want to serve if given a chance and proper recognition.

Be thankful that you’ve been given the noble task of improving the community. Thankless jobs are merely the result of a failure to give thanks. In what creative ways can you thank your volunteers? I guarantee you will see a dramatic change in community volunteerism if you do.  BACK

Surviving or Thriving?
Remember Chicken Little? He was sitting under a tree when an acorn fell and hit him on the head. Not knowing what had happened, he assumed the worst and thought the sky was falling. In a panic, he set out to tell the King meeting Turkey Lurky, Henny Penny, Piggly Wiggly, and other denizens of the animal world on the way.

Chicken Little met little opposition as he spread his message of doom. He suggested others join him on his crusade, and they did . . . without question. And as the group grew larger, it gained credibility.

During the journey, Chicken Little's band of converts met Foxy Loxy. Foxy sensed their anxiety and took advantage of the situation. With his stomach growling, he told them of a short-cut through a cave. Because Chicken Little and his associates were searching for a quick solution, they took Foxy's advice, and were never seen again. The sky, on the other hand, is still there.

We can learn a lot from this fable: avoid over-reaction and going with the flow; and be wary of short-term solutions. There's also the difference between survival and working toward goals—that "vision thing" as President Bush called it. Let's consider these cautions:

Don't Over React. Chicken Little was the victim of tunnel vision. He assumed his perspective was the only truth. Had he just looked around, he would have noticed that the sky wasn't falling anywhere else. Fear can cause us to panic and jump to the wrong conclusions. Before acting, look at the big picture by gathering information and assessing what's going on beyond personal and organizational boundaries.

Don't Just Go With the Flow. It can be dangerous to accept the prevailing opinion as truth. It can be equally as dangerous to listen only to people who agree with you. Other people's perspectives are sometimes correct, however, they may be standing in a different place and the world may look different from there.

Be Wary Of Short-Term Solutions. Quick fixes usually cause long-term problems. Thinking of "today" instead of planning for tomorrow jeopardizes the community and the owners who rely on the Board to provide professional leadership.

That Vision Thing. There have always been visionaries. Author Marilyn Ferguson, in The Aquarian Conspiracy, identified scores of people who have seen things differently and envisioned a better way of doing things. They always challenged the status quo. They were more concerned with growth—personal, professional, and organizational—than they were with survival.

Chicken Little's group was concerned only with survival. They chose to over-react, to go with the flow, and opted for the short-term fix. Old Foxy, on the other hand, had a vision: lunch, and a full stomach. Visionaries 1, Survivalists 0.

Envisioning a better future, formalizing your vision, and developing a plan is not an easy journey. Rosabeth Moss Cantor, editor of the Harvard Business Review, said, "Everything looks like a mistake in the middle." That's because a feeling that everything is falling apart is likely to be a part of the process. It's not surprising that today's visionaries are called change artists. Making any vision a reality requires change. Change usually means straddling that fine line between chaos and stability. The natural tendency is to revert to old ways, to once again go with the flow and look for the short-term solutions. But without change, we become rigid and the path to extinction.

Instead, we must believe that the future can be better than the past, and that the unknown can be as good as, if not better than, the known. That means seeing change as a challenge instead of viewing it as a threat.

 We can learn a lot from Chicken Little. Only surviving limits vision and prevents changes that are necessary to thrive. To thrive, stay calm, value many perspectives, and have a long-term vision. Reflections on the Management Profession by Russell Hoselton  BACK

A Most Excellent Way to Board Teamwork
This is how one Board of Directors successfully dealt with an issue that all too frequently haunts community associations... special assessments.

Tom, the Board President of Coastal Village Condominiums, slammed the telephone receiver down after talking to the property manager and breathed a heavy sigh. After having to deal with several significant dryrot projects over the past five years, there was more yet to come. How could this have happened? The association had spent several hundred thousand dollars already to fix dryrot...what now?

Coastal Village had the misfortune of being built with the Northwest’s favorite building product, wood... wood framing, wood steps, wood siding, wood shingles. It was beautiful to look at, yes, but cold, rainy weather and wood buildings, unless properly constructed and maintained, are a formula for disaster. In the case of Coastal Village, the condominiums were built with T-111 siding, a type of decorative plywood panel with presawn grooves for accent. Where the siding panels met, decorative "batten’ strips were installed to cover the seams. On several recent site inspections, it was noticed that in places there was mushroom growth coming from beneath the battens. Woodpeckers had also been drilling holes in the siding, a further indication of dryrot.

So what is dryrot anyway? In brief, dryrot is wood cancer. Actually misnamed, dryrot occurs under wet, cool, overcast conditions that frequent much of the Northwest. Spores that thrive under these conditions grow and multiply, breaking down wood fibers and structural integrity of wood building materials. Dryrot spores love dark hidden places beneath the siding like studwalls, subflooring and floor joists. Unlike termites and carpenter ants, there is often no telltale signs until it erupts on the surface. A dryrot spot in the siding is often indicative of a much worse problem beneath...the proverbial tip of the iceberg.

Dryrot causes major structural damage and is a call for action. The Board of Directors and property manager met to discuss the preliminary findings. It was recommended that an inspection report be developed that could be used as a basis for action.

Who was to develop this report? While a licensed building inspector can identify dryrot, correction usually requires technical knowledge of construction materials and techniques. The Board approved an architect experienced in dryrot and gave him the task of physically inspecting all buildings. Lastly, a written communication was mailed to all homeowners advising of the dryrot alert.

It took the architect several days to complete the site inspection. Siding was probed for softness and marked, crawlspaces were inspected where possible for rotten subfloors or joists, batten boards were removed and all roofs were inspected.

It was obvious that there had been a major original construction oversight: the siding had not been preprimed before the battens were nailed on leaving raw wood underneath the battens. Over time, rainwater had seeped behind the battens, soaking the wood and giving dryrot a foothold. The "weather" sides of the buildings showed a greater decay but virtually all sides of all buildings showed varying degrees of deterioration.

The architect wrestled with the proper solution: Do a remedial repair (patch) or a comprehensive reconstruction? The Board had experienced several "partial" fixes only to return to the problem all too soon. A special board meeting was called and all homeowners invited to attend. The architect presented a comprehensive report detailing his findings. His recommendation: replace all siding and trim boards performing needed repairs to the underlying structure. The Board’s logical response was: How much is all of this going to cost?

THE BIDDING PROCESS An invitation to bid the project was sent to experienced area contractors. "Experience" meant specific and verifiable dryrot repair experience. Area contractors were chosen for proximity and ease of warranty followup work. The use of in-state contractors also meant more recourse for warranty issues through the Construction Contractor Board.

Interested contractors met with the architect at a bidder’s walk through held at Coastal Village. Questions were asked and answered by the architect. The architect also considered suggestions from the contractors on materials and correction techniques to use. The three hours were well spent and revised job specifications were sent out to the contractors within several days. They were given 30 days to submit a written bid.

Once the bids were received, the Board scheduled another open meeting to which homeowners were invited. The bid review meeting was most interesting. Dryrot repair bids generally cause much uneasiness. Why? There are always two parts to the bid: Part One offers a set price to repair what can actually can be seen. Part Two deals with what cannot be seen on a "time and material" basis. So the Board asked the logical question: How much should we plan for in total? The architect’s best guess: triple the Part One bid.

There is an expression that goes, "If you’re going to New York, don’t stop at Chicago". After discussing the dryrot repair bids, one board member suggested that if all siding was to be removed, why not replace the outdated aluminum windows with more energy efficient ones at the same time? Aside from the fact that the cost of the siding repair alone was sizeable, the suggestion made a lot of sense. The Board, keeping an open mind, agreed to look at options and costs.

Then, a board member/building contractor decided to submit a bid to do the work. That bid was substantially cheaper than the others received. Since there was an obvious conflict of interest, the remaining board members agreed that if his bid was accepted, he would have to resign from the Board. The architect inspected the contractor’s work and references and reported back to the Board that all was acceptable. Based on the recommendation, the Board accepted his proposal and he promptly resigned from the Board.

The stage was now set. Based on combined estimates to replace all siding, paint, roofs (didn’t I mention that roofing was needed too?) and install new windows, the Board approved a special assessment of, hold on to your hat... $14,000 per unit.

An elaborate presentation was carefully prepared and laid out at the Annual Homeowners Meeting six weeks later. Samples of dryrotted siding, window and roofing samples were exhibited. There were several vocal owners that made their case against the assessment loudly. One howled "MISMANAGEMENT". Some had legitimate concerns about not being able to pay. However, most listened patiently to the discussion. All were given a chance to ask questions and give opinion. It was a l o n g meeting. The board called for a vote of confidence and fell only a few shy of unanimous approval.

Following the meeting, a formal notice of special assessment was mailed to all owners of record. For those of limited means, a three year payment option was included while a discount was offered to those that prepaid.

It is said that an earthquake’s after shock is often worse than the initial shockwave. After the special assessment notice was received by those that had not attended the Annual Meeting, the Board was bombarded with phone calls again. It was obvious that there was still more damage control to be done.

Another meeting was called and many that missed the Annual Meeting were in attendance, as well as others that had come before. Of course, there was a rehashing of old information for those that missed it the first time around. The Board patiently indulged all input, positive and negative. While the meeting was long, this time it was different. Many of the owners that had attended the Annual Homeowners Meeting stood in defense of the Board. By meeting’s end, the overwhelming majority again affirmed the special assessment. Some thoughtful owners actually offered well deserved thanks to the Board for their hard work job.

The Moral of the Story This Board undertook a HUGE challenge successfully using the following techniques:

Teamwork Once alerted to a problem, a meeting of the whole Board was convened. The Board acted as a unit and unity was crucial to success.

Consultation A specialist was hired to determine the scope of the problem and proper correction. That informed opinion served as a solid foundation for action.

Communication Homeowners were notified early and updated regularly.

Integration All owners were allowed to give input into the solution.

Patience The Board systematically analyzed and implemented the plan.

No Conflict of Interest When a board member wanted the job, he did not vote on the matter and stepped off the Board when he was selected.

Re-evaluation The Board made course corrections, like adding window replacement, when logic dictated.
Leadership The Board was elected to make tough decisions and they understood the need to lead.

This Board was successful by integrating all of these important components. In so doing, they succeeded in achieving the ultimate goal of a community association: Harmony  BACK

How to Promote Volunteerism
A common Board question: "How do we get better involvement and participation from our homeowners with board and committee work?"

Many associations experience a large degree of apathy from the membership when it comes to leadership roles or volunteerism. On the one hand, one of the reasons people buy into some community associations is to reduce the amount of personal responsibility [like exterior maintenance]. On the other hand, there are many willing and talented homeowners that could and would participate if given the right set of circumstances. Here are a couple of suggestions:

1. Develop a regular communication system to the membership. A frequent complaint of owners is not being kept informed. To draw out volunteers, it’s critical that they know there is a an ongoing need. Also, some owners develop a suspicious nature about board motives when kept in the dark and resist being involved. Let’em know what you’re up to early and often! Repeated pleas for help will have their effect. A newsletter and flyer distribution box [the kind used by real estate agents] is an inexpensive and convenient way to get the word out.

2. Give credit where credit is due. People love acknowledgement. Make sure that directors, committee members and homeowners are given formal recognition for their efforts by way of the meetings, the minutes and newsletters...every opportunity where there is an audience. Point out particular owners that show superior landscaping abilities. [They are obvious candidates for the Landscape Committee.] Consider awarding certificates of achievement at the annual homeowners meeting. Remember also that not all tasks have an end and many faithful volunteers doing more mundane tasks often get overlooked. It is a wise board president that makes a point of recognizing effort for its own merits.

3. Provide opportunities for the membership to get acquainted with each other. People tend to want to help those that they know personally. However, many are shy and don’t easily make friends. The association can promote several socials annually to facilitate the process. Consider a spring clean-up party, pool party or just plain potluck. It will help create a real "community".

4. Assign real jobs to do. It’s been said, "A committee takes minutes and wastes hours." There is nothing more futile and frustrating than a job with no job description or substance. There is real work to do at each association. Directors and committee members should have clear "marching orders" detailing exactly what the objectives are, the time frame and the money available to help get the task done.

5. Be an encourager. It is incumbent on the board president to take the lead in promoting volunteers. The successful leader motivates by persuasion and not authority. Remember, "A servant does not lower himself but elevates others".

Getting the ball rolling to increase participation is one of the most rewarding efforts a board can achieve. In a motivated group of homeowners, a synergy develops with a result that far exceeds the sum of the parts... a worthy goal indeed. BACK

Father, Son & Donkey
A father and his son once went to the market with a donkey. The father sat on the donkey and the boy walked. Onlookers said, "What a terrible thing, a big strong man sitting on the donkey's back, and the poor boy has to walk." So the father got off the donkey, and the boy got on. People said, "How terrible, this poor man walking and the boy sitting on the donkey." So both the father and son got on the donkey's back, but people said, "The poor donkey! Two people sitting on his back--that's terrible." Then the father and son got off the donkey. People said, "How crazy, the donkey has nothing on his back, and two people are walking."

Sometime later, people at the market were astonished at what they saw as the father and son approached. What did they see? The father and son were both carrying the donkey!

Most people want to be liked, so they try to avoid criticism. But efforts to avoid criticism can backfire. The father and his son were doing what they thought was right. When people criticized them, the father and son caved in to the criticism and tried to please everyone. They ended up looking like something they were not...a donkey.

How does this parable apply to community associations? The Board of Directors is elected to a task that is not often easy. There will always be differences of opinion on how to plan or direct the course of association business. It important that the board listen to and consider input from constructive sources. It is equally important that discernment be used when the input is destructive. Does your board cave in to criticism? The only way to avoid criticism is to do nothing, say nothing, and be nothing.

Rather than making the same mistake as the father and his son, and ending up looking like something you are not, live what you believe. As long as the board is working in the best interests of the association and making informed decisions, you are doing the job you were elected to do. If some are critical for you doing what you believe is right, so be it. There are far worse reasons to be criticized. "It is better. . .to suffer for doing good than for doing evil." 1 Peter 3:17   BACK

Learn to Delegate
Delegating means sharing the work with others. This is particularly important when it comes to Board and Committee work because often there is a tendency to "do it yourself". This is a double edge sword. When no one else is involved, replacements are hard to find when board or committee members want to retire.

While delegating takes effort, keep in mind that contributing time to the association is every owner’s responsibility, not just an option. When delegating, try to choose the right person for the job. If the task is administrative, choose someone who is a successful manager. Tell the person exactly what’s expected [job description]. Give the person authority to do the job. Acknowledge the volunteer effort with praise, certificates and awards. Be careful of criticism of a job that falls short when the intentions were honest. Encouragement is music to the ears and positive recognition is high on the list of reasons people work and stay committed.

Delegation is the sign of a leader. Become a delegator and watch the level of respect for you grow.  BACK

Facing the Music
Most people want the approval of other people. That's why they try so hard to look good and to be successful. But if they are not careful, all this can backfire. Everyone has heard the expression, "face the music." There is how this expression began years ago in Japan:

A man of great influence and wealth demanded that he be given a place in the imperial orchestra because he wanted to "perform" before the Emperor. The conductor agreed to let him sit in the second row of the orchestra, even though he could not read music. He was given a flute, and when a concert would begin, he would go through all the motions of playing, but he never made a sound.

This deception continued for two years. Then a new conductor took over. He told the orchestra that he wanted to audition each player personally. One by one they performed in the conductor's presence. Then came the flutist's turn. He was frantic with worry, so he pretended to be sick. The conductor insisted that the man appear and demonstrate his skill. Shamefacedly, he had to confess that he was a fake. He could not "face the music."

How does this apply to the Board? The wealthy man pretended to be something he was not. When the man could no longer avoid judgment and accountability, his deception was revealed. As he "faced the music", this man forfeited his honor, and ruined his own reputation. Aesop said in 550 B.C., "Outside show is a poor substitute for inner worth." He was stressing a key issue for us: Are there principles for your life that you will stand on, no matter what? Or will you compromise and give in to popular opinion just to win acceptance?

Don't let others' opinions cause you to neglect your inner worth. Feed yourself spiritually, and live your faith without apology. "What good will it be for a man if he gains the whole world, yet forfeits his soul?" Matthew 16:26   by Rich McLawhorn
BACK

Rx for Board Burn-Out?
"How can the board avoid the burn-out that comes with the job?"

Getting and keeping dedicated board and committee members is one of a community association’s greatest challenges. Here are some of the ways to prevent burn-out:

Have a Plan Handling community business efficiently and effectively can be a enormous stress reliever. One great tool is the Management Plan Calendar which establishes dates for meetings, regular maintenance (like gutter cleaning, etc.), administrative events (like tax return filing, etc.), major maintenance (like painting, etc.) a year in advance. The Management Plan Calendar evens out the work load and demonstrates that the Board is acting proactively, not reactively. This, in turn, reduces complaints that contribute to burn-out.

Communicate Regularly Keeping association business open and above board reduces suspicion that leads to criticism (no closed meetings). Distribute regular newsletters, monthly financial information and meeting minutes. Ask for feedback on issues by circulating surveys.

Protect Your Privacy Board members have the right to peaceful enjoyment of their homes. Don’t accept association calls after hours, especially abusive ones. Deal with association issues whenever possible only at scheduled board meetings.

Get It in Writing Members who constantly complain can be very wearing. Insist that "comments" be put in writing. Several things will happen: Either the problem isn’t important enough to put in writing and they will go away or they will put it writing so it can be dealt with properly at a Board meeting.

Use Your Property Manager If you have one, the manager should field all routine calls and respond to requests and issues. More significant ones that require Board action are handled at Board meetings.

Use the Board Board Presidents often feel that they have to do everything themselves because no one else will do it. This attitude can be a self fulfilling prophesy. It is not the President’s job to solve all problems but to lead and delegate. The board structure was designed to spread out the load. Resist the temptation to take carry the burden alone.

The Board as Administrator A fundamental error that many Boards make is doing office and maintenance work for free that would otherwise be hired out. Doing this undermines the Board’s true purpose...to administrate association business. An administrative position that should only take a few hours a month rapidly escalates to a full time unpaid job. Who wouldn’t burn-out? Remember the Board’s true purpose and stick to it.

Reward the Volunteers The most widespread reason for burn-out is because it’s a "thankless job". In job satisfaction surveys, recognition and appreciation consistently rank way above pay. Find ways to reward directors, committees and other volunteers through awards, recognition in newsletters and certificates. They cost little or nothing but address the human need for significance. Volunteers that receive appreciation in small but regular ways stay enthusiastic. BACK

Welcome to the Board!
The annual homeowner meeting convenes. The president of the association announces that the floor is open for nominations. A fellow homeowners say to you, "You know, you would make a good board member." Before you have a chance to reply, some body movement indicates that you are willing, ready and able to serve. "The nominations are closed", a vote is taken, and suddenly You’re on the Board! What does being on the board mean? Who is going to teach you? How much does it pay?

What does it mean to be on the board? You have made a commitment that you will serve the community interests to the best of your ability, be fair on matters that come before the board, will do your best to preserve and enhance the values of the association common areas and that you will spend money in a prudent manner. Being a director also means that you have fiduciary duties which require making reasonable investigation into matters dealt with and acting in a businesslike, prudent manner when making decisions.

Who is going to teach you? Hopefully, you have several veterans on the board who will help you. Ideally, you will have the property manager who works closely with the board and is willing to offer guidance. Continuity is one of a board’s greatest challenges. Ask questions. How have issues been handled in the past?. Current boards should carefully consider plans laid by previous boards and not change them impulsively. Take time to become familiar with your association grounds and facilities. Review the association governing documents, the rules and regulations, and any other board policies to develop a familiarity with them. (Keep a set handy for when specific questions arise).

Make a commitment to attend all board meetings and prepare in advance by studying the agenda and related material. There generally aren’t many meetings and each deals with critical issues. Give them your full attention.

Budget time offers an opportunity to help build a sound financial future for the community. The two basic parts of the budget are Operating (deals with routine maintenance and day to day expenses) and Reserves (long range, major repairs and replacements). As a member of the Budget Committee, you will be asked to predict future financial needs by using both past budget history and new information accumulated for future repairs.

How much does the job pay? While no money is paid, there are many personal rewards to be had for a job well done. Dealing with people requires patience and flexibility. Remember that while disagreement is not always avoidable, you were elected to make decisions. Consider carefully those decisions put before you and do your best. If you serve as a committed member, it will be one of the more rewarding experiences that you will have. BACK

Who Packs Your Parachute?
Charles Plum was a jet fighter pilot in Vietnam. His plane was shot down, he ejected, parachuted into enemy hands and spent six years in a Communist prison. He survived that ordeal and now lectures about lessons learned from that experience.

One day, while sitting in a restaurant, a man at another table exclaimed, "You're Plumb! You flew jet fighters in Vietnam from the aircraft carrier Kitty Hawk. You were shot down!" "How in the world did you know that?" asked Plumb. "I packed your parachute," the man replied. Plumb gasped in surprise. The man shook his hand and said, "I guess it worked!" Plumb assured him, "It sure did -- if it hadn’t, I wouldn't be here today."

Plumb couldn't sleep that night, thinking about that man. He thought, "I wondered how many times I might have seen him and not said word because I was a pilot and he was just a sailor." He thought of the hours the sailor spent carefully weaving the shrouds and folding the silks of each chute, holding in his hands the fate of someone he didn't know.

Who's packing your parachute? Everyone has someone who provides what they need to make it through the day. When times are tough you need many kinds of parachutes -- a physical parachute, a mental parachute, an emotional parachute and a spiritual parachute. Call on all of them to weather the storms ahead. And thank the people who pack your parachutes and remember to pack them for others as well. We live in a world where we do each other’s laundry. BACK

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