I’ve enjoyed Lencioni’s books for a while now. Many of them start with a parable, followed by his analysis and presentation of the concepts that it teaches. It’s hard to beat a good parable for effective teaching. I learned to appreciate the value of a good story when consuming the pithy, yet profound little books penned by Spencer Johnson, Ken Blanchard, and their co-authors in the 1990s and early 2000s. Johnson and Blanchard are masters of delving deeply into a selected subject, which allows them to explain and teach without ever leaving the story. Lencioni is tackling more complicated and nuanced subjects. We need an outline to visualize and apply them. Hence, the method of Lencioni’s madness. And it’s all good stuff.
I heard a terrific keynote speech by Dennis McIntee, who uses Lencioni’s 6 Working Genius model in his work. I was familiar with Lencioni, having gotten a few “Aha!” moments from his 2012 book The Advantage, among others. I followed my usual pattern of listening to a book first. Within the first 45 minutes or so, I knew I would need to purchase a hard copy to read and study.
The Summary
Lencioni outlines his analysis of work and process as a result of his personal frustration. He was feeling persistently grumpy at work and wanted to understand why. The feeling was particularly vexing, since he enjoyed both his company’s work and his colleagues. If the semi-autobiographical parable is accurate, he stumbled into a model to help ensure that the right people were doing the right work and a strategy map tool.
He begins by defining a framework for work in general, comprising three phases: ideation, activation, and implementation. With that in place, he then analyzes the skills required by a team to navigate the phases, resulting in the identification of six “geniuses.” The following is an oversimplified summary of the six points.
Wonder – The “Genius” of Possibility
Wonder is the ability to see the big picture and challenge convention and the status quo. It’s the stuff that visionaries possess, full of curiosity.
Invention – The “Genius” of Creativity
Invention takes the “what if,” challenges, and nebulous concepts that Wonder poses and turns them into solutions. Imagination and comfort with ambiguity lead to proposals for new ideas and novel approaches.
Discernment – The “Genius” of Intuition
The ideas and approaches presented by Invention are often not fully developed. Those with Discernment intuitively evaluate ideas and decisions, challenging assumptions with clarity. This is a role Chantu holds for Association Bridge and why one of her titles is “Resident Contrarian.”
Galvanizing – The “Genius” of Rallying
Galvanizers turn ideas into action, organizing the work and inspiring others to take action. They are typically enthusiastic and leverage their charisma and passion. These action junkies are invaluable in project launches and skilled at coordinating teams.
Enablement – The “Genius” of Support
Once things get rolling, someone needs to keep it going, support progress, and fill in the inevitable blanks that come with any project or work process. This is where the Enabler shines, using their high levels of emotional intelligence to employ situational awareness and connect with others. I used to call these folks “glue guys.” They are the missing piece for many organizations.
Tenacity – The “Genius” of Completion
Those with Tenacity are the closers. They are not satisfied until the job is done and done right. No half steps, no unfinished business, and no details left dangling. The ability to focus through to completion means they are less likely to fall prey to the next shiny thing. They are the ones who you want on your quality control team.
Minor Quibbles
I have some issues with a couple of the terms Lencioni uses. It seems to me that “genius” is a bit overstated. Skills and talent areas, sure. But genius? The introduction to a self-assessment on the website refers to them as “gifts.” That, I can buy. But I can’t choke down “genius” any more than I can get a mouthful of asparagus down my throat (apologies to asparagus lovers, but I cannot stand the stuff). Hence, I put the word in quotation marks throughout this blog.
Additionally, some of the labels assigned to the six “geniuses” seem a bit odd. “Enablement,” a word that carries a lot of baggage for many people, felt particularly awkward. It was not until I purchased and eyeballed the book that I realized he had created an acronym.
The Gold
Many organizations attempt to skip the activation phase of work and proceed directly from ideation to implementation, often yielding less than optimal results or worse. Activation is the phase that challenges the assumptions of the idea and undertakes the hard work of preparing to implement it. I hadn’t thought of that before, but I’ve seen it. He’s right.
Lencioni reports that everyone has two “geniuses” that are their highest and best use. When their role involves working in alignment with these two, they are engaged and energized. He says that we will have a level of competence in two of the other “genius” areas. We can do work that requires these skills, but if we do too much, we burn out. Finally, he concludes that all of us loathe having to exhibit the last two geniuses. We will avoid work that requires them at all costs.
Once you identify the strengths and dislikes of all team members, you can chart out the whole organization. We’ve begun to use this tool in our work and already see the possibilities. The mere discussion of “genius” profiles is an eye-opener. Better yet, the results enable you to align strengths with processes, thus smoothing out pain points, reducing friction, and increasing fulfillment, effectiveness, and efficiency.
You can visit www.workinggenius.com, pay $25, and take a 10-minute assessment to discover your “geniuses.” There are plenty of resources on the site, many of which are free and downloadable as PDFs. Good stuff!
Lencioni reports that this is his most impactful work to date. I can see why. This book and the body of work are a worthy investment of time and thought.
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Time management… a critical business and life management skill. Yet, finding it in a school curriculum is unlikely. Most of us learn the concepts, strategies, and systems later in life. For some of us, it was a significant factor in our success. And perhaps our sanity.
There was no way I could have balanced everything I had on my plate, professionally and personally, without learning some gems about what we erroneously call time management. I was extremely fortunate to have a mentor who shared some basics, encouragement, and regular reminders. I learned the rest out of sheer desperation from a variety of sources. The Washington Metro Chapter of CAI first asked me to share a program on the subject way back in 2013. At the time, I had yet to learn that it would become my most frequently requested presentation topic. After two years as a manager’s luncheon program, it has been shared publicly at local chapter events from Atlanta to Cleveland and at private events for several management companies and law firms. You can even find a version of the program in CAI’s webinar library.
Why is the topic so popular? Because we are all works in progress. Because we tend to fall into non-productive habits. And because we all live in an increasingly chaotic world that emphasizes speed above all else. We all need tools to deal with modern life and work. We need to be reminded of what we already know to refocus our time and attention to deal with our current reality.
Fortunately, the fundamental time management principles and strategies developed over the past few decades still work. Applying them puts you in a position to succeed and find satisfaction in your work and life. First, though, it will help to debunk common myths to clear the mind and settle the heart so we can fully embrace the good stuff.
I am grateful for the opportunity to have shared this topic in those presentations and innumerable coaching sessions over the last decade. Feedback has been invaluable in identifying the most impactful lessons and fine-tuning how to present them. Plus, I need the reminders as much as anybody else! So here are some nuggets – five myths and ten practical principles.
The Myths
1. You can manage time. Time is a constant. Sixty seconds is always sixty seconds. You can’t manage that. I can’t help but wonder if we accidentally cause ourselves stress by using the term “time management” even though time itself is unmanageable. Let’s reframe the concept. What are we managing? Our attention, our intention, our actions, and our energy. What we call “time management” is the practice of adding value to our time.
2. You can’t manage “time.” Since we are stuck with the term “time management,” we’ll work with it. Those who believe they have no control over what takes up their time are doomed to victimhood. You can’t control everything, but you certainly have influence. Don’t give that away.
3. A professional keeps gobs of data in her head. This is the highway to burn-out. Get stuff out of your head and on paper or digital device. Albert Einstein had to look up his home phone number in the white pages. He didn’t see any value in keeping things in his mind that he could easily access by other means. There’s a lesson there.
4. You don’t have time. It is more accurate to say you choose to do something else with your time. Everyone has the same 24 hours.
5. You can multitask. Studies show that the mind can hold only one thought at a time. We may “hypertask,” but be careful. Fast doesn’t necessarily mean efficient. If you do something poorly, you create more work for yourself and others in the long run. Efficiency is only valuable when it is a function of effectiveness. Speed kills.
The Gold
1. Know the difference between a time investment and a time expense. Too many managers think they don’t have time for tasks that save time in the long run. If you don’t have time to do it right once, when will you have time to do it again? How many hours will you spend later because you didn’t take fifteen minutes to nip it in the bud up front and follow it all the way through?
2. Work from a prioritized task list. This is a cornerstone of time management. Brain dump everything you have to do, then prioritize. Plan the work, then work the plan. Of course, things will go differently than planned. That’s OK. You might not get everything done, but you will have a ghost of a chance to complete the most important things.
3. Important things are rarely urgent; urgencies are rarely important. Everything feels urgent these days. Most “urgencies” are menial. The most important things don’t call, text, email, or IM you. Urgencies can easily consume your time.
4. Know what’s important and what’s not. Differentiating between the two is one of the most important skills of a successful manager. Prioritization is vital. Time and experience are the best teachers. Sorry, kids – try to learn fast.
5. Outside forces can impact you, but they cannot control you. Only you can control you. Give that up, and you are the eternal, miserable victim. Not a great plan.
6. Reverse Engineer Everything. As the “Zone Coach” Jim Fannin teaches, we are trained to go from A to B, when in reality, it is far more effective to clearly visualize the end result, determine all factors that must be considered, and work backward to create the plan. You’ll be surprised to see how many little but necessary tasks you’ll identify. This puts you in a position to make a realistic timetable for completion and avoid the time-busting and stressful trap of self-imposed emergencies.
7. Attitude makes a big difference. Time management is as much a mindset as it is a skill set. Henry Ford said, “If you think you can or think you can’t, either way, you’re right.” Tasks are sometimes dynamic. Why does everything magically get done the day before you go on vacation? Attitude is the secret weapon of time management.
8. Apply the “single handling concept.” You can lose upwards of 50% efficiency by stopping and starting tasks. Whenever possible, block sufficient time to see larger projects all the way through. If you pick something up, see it through to completion instead of moving it from pile to pile.
9. Look for Little Efficiencies. We tend to think of activity in terms of isolated tasks. One of the values of setting a prioritized task list in advance is that you can see your time in context. Batching tasks can eliminate inefficiencies– you’ll start buying back little chunks of time that add up. Once you start thinking this way, your brain will be rewired for life. You’ll see inefficiencies everywhere! I’ll always remember feedback from one session participant who told me this principle was her favorite takeaway. She explained that she had always planned food shopping one day and a run to the dry cleaners on another. When I asked why that mattered, she exclaimed, “They are in the same shopping center! So now I do both on the same day. The shopping center is 20 minutes away. That means I get 40 more minutes every week with my daughter!”
10. You only have one life. Live it purposefully. Clearly, these principles can apply to your whole life, not just your work. Identify what’s important and create action plans to achieve goals that accomplish the most important things. Get it done one prioritized task at a time. Do that, and you’ll have a legitimate claim to peace of mind, probably the biggest idea of them all.
This stuff isn’t brain surgery, but you need persistence and discipline. You will fail and need to start again. It’s all part of the process. Do you prefer chaos or achievement? Frustration or joy? Regrets or satisfaction? It’s your choice.
Which of these is most impactful to you?
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Over the past few years, some aspects of customary, socially correct behavior has seemed to regress or at times even disappear. From leaders in the highest offices to our most beloved celebrities, we can read about name-calling, blaming, threats, and even outright violence. Is it really surprising when these behaviors trickle into our communities and work spaces? In order to guide our communities in a more positive direction, it helps to identify uncivil behavior and lead by example. With a lot of deliberate, consistent effort, our positive behavior can become contagious.
We’ve all dealt with the outburst from a client or Unit Owner who doesn’t get their way and writes a dramatic email or says something nasty. It’s easy to dismiss them as unhinged, ignore all their future complaints and get defensive in these unpleasant situations. It’s important to be self-aware of these human tendencies, because it can lead to habits that will not serve you well. If you hide from the tough conversations, you might miss out on the opportunity to connect with others, learn from the interactions and grow. Even though it may trigger tough emotions to deal with the challenging client, confronting them can nip problems in the bud. You may even gain an ally! Start by making a conscious effort to put yourself in the strongest mental state so that you are best-equipped to deal with the inevitable challenges that arise.
Self-Reflection: Be cognizant of how much media you’re taking in every day and the influence it might have on you. The trend of constant media and social network notifications may work well for those who benefit from extra views or clicks, but excessive exposure might have an adverse impact on our thoughts, attention and behavior. Sometimes we expend so much emotional energy reading the news that by the time we arrive at work, we’re depleted. Disconnect from the breaking news long enough to focus on what’s most important, both personally and professionally. How is the information you absorb moving you towards your goals and who you aspire to become?
Empathy: Depersonalize the situation whenever possible. In more cases than not, the client isn’t yelling because of you but because of the situation. Think about what they might be going through in their personal life with the challenges in the world and take a deep breath before responding. You may be the only person who listens to them today. If you can, counter their distress with a calming tone and a thoughtful response. Will your undistracted attention for the next ten minutes save you hours over the next month?
Situational Awareness: Some of us have also noticed situations where someone makes a bold political statement to strangers or in the workplace, under the assumption that everyone agrees. I’ve seen it make others in the room very uncomfortable or outright angry. While it’s tempting to share your opinion about the latest piece of legislation in Congress, don’t forget to take note of your environment, your relationship to the listener and the possible repercussions. For example, if you’re getting interviewed for a job, you may not want to risk blaming a person or administration for the current events of the day. Even if the community is in a location where the demographics seem to point to a particular opinion, you don’t want to put your foot in your mouth later. Once you learn about the political or ideological leanings of a person, just remember to keep it professional at work.
Keeping these habits in mind can help us deflect and appropriately respond to uncivil thoughts and behaviors. Some other challenges that you may run into at work can be ameliorated by practical strategies.
Write it down: Some people’s stress shows up as aggressiveness, while others’ stress manifests as anxiety. Anxiety can cause us to start thinking selfishly or otherwise worry about possibilities that may never happen. When others come to you with concerns or hypothetical situations, fight the inclination to dismiss them as unrealistic. Instead, try brainstorming your concerns (or your residents’ concerns) and plan some possible solutions. The anxiety becomes less of an abstract idea to obsess over and more of a concrete problem you can solve. What are the pros and cons of each option? What is the worst thing that can happen and how can you mitigate it?
Set Expectations: In a world where we can get instant groceries, dates and packages with the click of a button, some people expect the same instant gratification of their community manager. Asking to “speak to the manager” has become an internet joke. For managers, it can often translate to copying the entire Board of Directors to an email. Unfortunately, some creative solutions require time to develop, especially if they are to last. If a problem will take some time to resolve, let the resident know the challenges you are considering. Provide an estimated time for completion or resolution and keep them in the loop of any progress.
Acknowledge opposing views: Things aren’t always black and white in community management. Nor can we predict the future. So it’s important to acknowledge counter-arguments even when they don’t fit the narrative we want to create. If you make a mistake, predict something wrong, or there are possible negative consequences of your recommendation, talk openly about it. How might you pivot your plans moving into the future?
It can be instinctual to tune out anything that requires extra time or energy when it feels like you don’t have any to spare. With everything going on in the world, our emotional state and the example we set may be the least of our worries. However, as a leader of your community, you are in a position to be a calming and positive influence. Small, deliberate interactions can accumulate and create real change. You may find that you not only save time in the long run, but you also get a little peace of mind!
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There are seminal moments in our lives and careers. One of mine was circa 1985. I bumped into a board member of a condominium for whom my maintenance company had completed some projects. The question she asked me that lovely spring day on a bustling city sidewalk 35 years or so ago changed the way I approached business and I am certain it led to both my entry and inevitable exit from the community management business… “Tom, how come we can’t find a good management company? Are there any of them out there?” My mind raced as I thought through the three they had fired, all of whom I thought were among the better companies that I had worked with as a contractor. I gave her a tactful answer, but one she did not expect to hear. More on that in a moment.
As a young entrepreneur, I had begun to immerse myself in the study of leadership. I started working with community associations a couple of years before that fateful exchange. I became fascinated by the dynamics of volunteer boards, their communities, and the managers who served them. A few short years later, in a joint venture with a management company, I entered into a contract to provide part-time, on-site management for a small condominium. Eventually, I left my business and dove into management full time for the next 30 years. I had the privilege of working with some great managers and boards. For much of my career, I was also the company’s designated “Fixer.” If it was messed up, my job was to find a way to make it work. Of course, I was not always successful, but it was the best business education I could have received. Along the way, I saw the great, the good, the bad, and yes, the ugly. Stepping away from the management business and working with clients from the community association field in a different capacity and in different markets has reinforced for me how unique communities can be. At the same time, I see common principles, fundamentals, and practices that produce results. So…here are eight characteristics that exist in the most successful and sustainable board/management company relationships.
1. Shared Expectations
The working relationship between a board and management company can be very dynamic and fluid. Times change, technology changes, society changes, people change, volunteers change, and properties age. These factors all may impact expectations. An agreement for management services provides a basis for expectation and accountability. It also needs enough flexibility to address the variables inherent in the relationship. COVID has been a testament to this. Who could have anticipated the workload and process changes that the pandemic would require? Agreement on contract terms and ensuring that these are in harmony with the board’s goals is crucial to a sustainable and successful relationship, which leads directly to our second characteristic.
2. Communication
In my management days, I would receive the occasional phone call from a board member along the lines of: “Would you be interested in sending us a proposal for management? Our company is horrible.” These days, the question is: “Can you help us find a new management company?” My first answer has remained the same. “Have you spoken to company executives?” Astonishingly, 90% of the time, the answer has been no! Changing management companies is a big deal. It can take far less time and effort to repair a damaged relationship than it would to make a change. Talk about it, set clear and reasonable expectations, see if it can be fixed. If not, then it’s time to move on, but not before.
Management companies can bolster the relationship by maintaining periodic executive-level contact with volunteer leaders, especially when the players change. This may be after annual meetings, changes in board liaisons, and any time there is a manager reassignment. Likewise, new boards are wise to get on the same page with the management team as soon as possible during these transitions. Don’t let the relationship fall off the rails!
At their core, business relationships are human relationships. Just like in our personal lives, we get busy, make assumptions, and don’t always get the message right. Communications suffer and issues fester. The electronic age makes this a bigger challenge. Consumer expectations for immediate gratification (the Amazon effect) have challenged all customer service industries. Businesses can rely so heavily on technology to gain efficiencies that they adopt a transactional mindset without realizing the negative long-term impact on the relationship. Zoom meetings are great for efficiency, but we miss the cues that the full human interaction experience provides. Tech and society will continue to change, but some things remain the same. Community management is a relationship business. Relationships require effective communication. And it needs to go both ways.
3. Mutual Benefit
All sustainable business relationships are mutually beneficial. A zero-sum game benefitting the client will inevitably lead to poor management performance. A company that can’t make a profit will fail. Historically of the real estate management niches (commercial, rental, and community associations), community association management is the least profitable. A review of the history of the industry and market pressures helps one to understand how we got here. The full story would be an article all by itself. The net result is that community association management as a professional field has become increasingly commoditized. Profit margins are always tight.
This can lead to the zero-sum game benefitting the company, which is likewise unsustainable. Unintentional service creep can happen slowly over time with managers and boards losing focus on contract specifications. A manager may lose focus of contract out of sheer work volume and when the board is unaware and seems happy with their performance. Regardless of intent, the reality of this situation is that the relationship is being abused and could end badly.
In the end, the old axiom is true. You get what you pay for. The logical corollary should therefore be that you should pay for what you get. Maintaining awareness of and regularly revisiting contract specifications for any adjustments to meet the needs of the community are the keys to ensuring mutual benefit.
4. Flexibility & Reasonableness
Great service companies will go above and beyond from time to time. Community management is such a dynamic field that a manager will inevitably see the need to do something technically outside of their scope. They want to make their clients happy and just take care of it. But there is a danger of an unintentional death spiral.
I’ve seen this play out many times. Management agreements typically include provisions to charge for work outside the scope of defined routine services. Many managers fear a negative reaction from clients and shrink back from noting that a requested service is a billable item. Sometimes, the assignment is completed and that’s that. Everyone is happy. But sometimes, the requests keep coming. The manager becomes overburdened. The task list gets longer and longer. The board grows increasingly dissatisfied, and the manager grows increasingly resentful. All the while, more times than not, the board has no idea that they are making unreasonable requests because the manager never said a thing about the contract terms.
When there is healthy communication about the best way to handle non-routine services, boards can make business decisions to allocate funds that allow the company to bring in the resources necessary to accomplish the task or facilitate service by an outside party. Reasonable boards understand that a set-price contract cannot be a blank check. (See Mutual Benefit and Communication)
5. Get Out of the Box
Fundamentals and time-tested principles apply to every relationship, but every situation is unique. One of the most valuable skills board and management companies can have is the ability to see things as they are and recognize when glue diligence (“that’s the way we’ve always done it!”) needs to be replaced by due diligence, which may involve finding a non-standard solution. This is where my experience noted in the introduction had such a profound impact. The board member who complained about perfectly good management companies didn’t have a performance problem. She had a system problem. She lived in a 27-unit condominium with a seven-person board and half a dozen or so active communities. Most unit owners were retired. I loved that community because it had such a remarkable commitment to volunteerism. If you lived there, you were on the board, a committee, or both. However, the volunteers had no context to see how much management work was being generated by all that activity. They were NEVER going to be satisfied with the level of time and attention a portfolio manager could give them under the terms and price of a standard management agreement. They needed to adjust the system, adjust expectations, or both.
Without analysis, we easily default to assuming that people stink. Just fire them and get somebody new. If you can’t see whether you have a performance problem, a system problem, or some combination thereof (usually the case to some degree), you’ll always be answering the wrong questions. Wise board and management companies invest the time to make the determination and have the creativity and flexibility to change the system if needed.
6. Clarity on Roles
The board’s highest and best role to benefit their communities will always be to lead. It sets the culture, goals, and standards for the community and its management. Everything a professional management company does can be grouped in one of two baskets – supervisory or advisory. Most boards have no problem rightly holding management accountable for the supervisory tasks it performs on behalf of and at the direction of the board. Highly functioning boards allow management to assist and guide as it fulfills its role. This allows the relationship to function at its highest level – as a partnership. This can involve helping volunteer leaders to translate strategies that worked in their professional or personal lives into the context of community associations and the statutory requirements, governing documents, and best industry practices that apply. Both parties may need to check their egos at the door: Board members might have to recognize the realities of an organization slightly outside their area of expertise, while managers who may passionately recommend a particular path have to recognize that the board is the boss and responsible for the decision.
Ideally then, as a leadership body, the board sets the targets (Why, What, and When), taking into consideration feedback and recommendations offered by professional management. Leadership gives management the resources to accomplish the resultant goals and delegates the details (How) to them. In that paradigm, management can focus on getting things done and reporting to the board. The board can focus on gauging results instead of getting bogged down in the process. For the board to stay out of the weeds and maintain a bigger picture focus, management must demonstrate competence and proactivity, and be willing to be accountable.
That said, there may be factors that make a certain level of “co-management” ideal. Communities that are blessed with volunteers who have subject matter expertise and time may allow them to successfully achieve more without having to pay more for management. Also, small associations suffer from the inequity of scale, requiring more time and attention than their management fees can reasonably command and making the co-management model more likely.
7. Get Things Done Without Being Pennywise and Pound Foolish
It is important to remember that a key role of a manager is to facilitate, not necessarily to do. A manager’s area of expertise is the administration of the community, governance, and business aspects of community associations. As such, they may maintain professional designations such as CMCA®, AMS®, PCAM®, and LSM®. If they were also credentialed professional engineers, insurance brokers, architects, or licensed lawyers, associations would never be able to afford them. Yet, some boards expect managers to provide opinions and services outside their area of expertise, usually to save money. Wise boards understand that there are times when bringing in specialists is an investment. Wise managers, especially those with high levels of subject matter experience, know how to leverage that knowledge and put their boards in a position to make good business decisions.
Managers may feel pressure to have all the answers and assume they are expected to have all knowledge at the top of their heads. As a wise man once observed, it’s perfectly acceptable to say, “I don’t know,” if it is followed by a comma and not a period. “Can I get back to you on that?” can be the best answer a manager can give at the moment. Wise boards allow space for a manager to provide accurate information. Wise managers don’t wing it. This leads us to the final, and perhaps the most crucial characteristic of great board/management company relationships.
8. Trust & Respect
I was thrilled to get an “Aha” moment when I was introduced to a principle that was so simple, so profound, and so applicable to community associations. The basic premise of Steven M.R. Covey’s The Speed of Trust is this: When trust is present, things happen quickly and cost-effectively. When it is absent, everything takes longer and becomes more expensive in the long run. Trust is everything. It underpins all the other seven characteristics. Boards need to trust that their managers are advocating for them and acting in their best interest. Managers and management companies need to trust that the board is dealing fairly and reasonably with them. Trust begets respect. Both are essential to any highly-functioning relationship.
Let’s Do This!
There is far too much negative media about community associations. Certainly, there are bad players out there, but I am proud to be part of a field where so many dedicated people are working to get it right. Whenever I hear a negative comment about boards, I always take the opportunity to share that my experience has been that the vast majority of volunteers I’ve worked with serve for all the right reasons. That is particularly impressive considering how many goofed-up situations I’ve been asked to jump into. The same goes for managers and management company executives. Those that stick with the industry tend to be incredibly dedicated professionals with a servant’s heart, qualities that are all too rare these days. When community volunteers and the professionals who serve them choose to fulfill their responsibilities in a collaborative way and to an elevated level, it has a positive impact on the quality of life and investment of every community member. And they put themselves in a position, not only to leave a legacy of success, but to enjoy the satisfaction of a job well done. It is always worth the effort.
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In our overview of culture in community associations, we noted similarities with other organizations, whether professional, non-profit, social, or familial. We highlighted that there are three primary classifications of organizational culture.
Like most other organizations, associations tend to fall into the “Unintentional” category. Time is a critical factor. More in-depth organizational analysis is most rare. Getting a volunteer board to meet for regular business can sometimes be a challenge. How about dedicating even more time to discuss values, vision, and mission? That might feel impossible. Let alone floating a full-blown retreat with team-building exercises.
You Can See Clearly from Higher Ground
And yet, when community association leaders invest the time to elevate the conversation, they find that it pays back in time and energy. Organizations create and perpetuate an effective and sustainable culture in which principled action is cultivated. Once identified, underlying principles lead to fewer ego-driven opinion battles. There is a context to the conversation. Healthy debate replaces unproductive arguments that suck the life out of the participants.
The result of such an elevated time investment sets up a principle hierarchy for decision-making that looks something like this: • Values (The Why – what’s important?) drive Vision • Vision (Where do we want to go?) drives Mission • Mission (This is what we are about) drives Strategy • Strategy (How do we make this happen?) drives Tactics • Tactics (The day-to-day actions we take)
Flow the hierarchy backward, and it looks like this: Our day-to-day decisions make more sense because we judge them in the context of our strategy. Rather than reinventing the wheel or exhausting all parties by going in several directions at once, our strategy is in harmony with our mission. We know what we are about and what we need to focus our energies upon. This is because we have vision. We know where we want to go, and our mission gets us there. At the bedrock of all of this are our shared values. Certain things are essential. We’ve been honest with ourselves and compared our reality with those values.
That all sounds lovely. It might also sound like a pipe dream. It doesn’t have to be. Combine realistic expectations with some practical steps and you’ll get there.
All or Nothing?
Do you need the whole package of values, vision, mission, and strategies to start your intentional culture? No! And that’s where most organizations get stuck. Wise leaders apply the sage words of Arthur Ashe: “Start where you are. Use what you have. Do what you can.” Like many things in life, the journey may be more important than the destination. Developing the habit of a higher level, principled thinking is the first step. From time to time, I will start meetings with a touch of comedy: “So who are we and what are we doing?” It sounds like levity, but it speaks to a bigger picture and sets a tone. Keep at it, and the baby steps will eventually add up.
So How Do We Do It?
There is no one right way. Every group and situation are different. Some need to rise from the ashes of disaster to get the motivation to do it right. Most need to look for opportunities, however brief, when they can poke their heads up out of the weeds to see what’s already there in front of them.
Baby Steps: It doesn’t matter where you start in the hierarchy. Can you agree on a “Statement of Values?” Great! One or two clear elements of mission? Please write it down. A Vision of what everyone would like to see? Awesome! If you have an agreement in one of them, it can lead to more later. If you stick with it, it will gel over time.
Practice Affirmative Inquiry: We’ve always said the Parrado Principle has a slightly different iteration in community associations. The ratio of people and issues that drive the corresponding amount of time and effort probably isn’t 80/20. It/s more like 95/5. Unfortunately, one of the foibles of human nature is that we will dwell on the 5% that divides us instead of the 95% we have in common. But what we have in common provides the most vital foundation for success. Get in the habit of asking, “What’s right?” instead of, “What’s wrong?”
Be Mindful and Seize the Opportunity: Listen carefully. Pay attention to successes. Look for patterns. Shared values are always there, waiting to be recognized. Some clarity on vision or mission may pop up while doing business. When you hear it, call it out. Record it somewhere, no matter how rough.
Here is a good, natural, non-confrontational question to ask at the right moment: “So I think what I am hearing is…. Is that right?” If heads nod, follow with, “I think we just found a (shared value/mission statement point).”
Annual Planning Sessions: This simple practice can make a world of difference. Scheduling a special meeting to discuss what you’d like to accomplish over the next year can be a terrific jumping-off point. The most useful time to hold this meeting is as soon as possible once a new board is formed after an annual meeting. You may start with strategy, but by applying the techniques above, you may find yourselves painting a bigger picture. After all, if you tell me what you want to do, I will understand what’s important to you. Once I know what’s important, values and vision begin to emerge.
Change Happens…Use It!
People change. Times change. Perceptions change. Understandings change. Physical realities change. Adopted governing principles must grow with the organization in order to remain relevant. To prevent these principles from becoming a nice and shiny, yet irrelevant plaque on the wall (a precursor to the dreaded “Actual Culture”, these must be reviewed and challenged regularly.
If you are already following our recommendation to conduct an annual planning meeting, include reviewing your principles. This is especially important as you are going through the baby step process. It may take years to clarify your values, vision, and mission.
Why Wouldn’t You?
The gap between intentional and unintentional culture is the wherewithal and commitment to finding and memorializing what’s already there. Every group has shared values. Vision and mission are waiting to be found. Taking the time and energy to identify them creates a foundation that your association can rely on when it faces everything from day-to-day challenges to major disruptions.
Clarity in culture reminds us who we are and what we believe in. It saves us from situational thinking, conflicting direction, and wasted time. Any action you take to transcend mere tactics adds depth to your association. It builds team trust, commitment, and fulfillment. All upside with no real downside – so get to it!
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The culture of an organization either creates the space for sustainable, defined success or makes it difficult, if not impossible. A healthy culture allows the organization to tap into the knowledge, talents, experience, energy, and intellectual capital of participants. It does not permit ego, politics, or dysfunction to get in the way.
In this context, culture can be defined as the environment that establishes norms of behavior for the people in the organization. It involves the connection between the goals and values of the individual and those of the group. Culture is embodied in author Seth Godin’s statement: “People like us do things like that.”
Organizational culture provides the context in which the stakeholders understand their roles and can concentrate on doing their best. Healthy cultures in community associations put boards in a position to establish desired results and provide the necessary resources to achieve them. Focusing on those results delivers rich payoffs. Building a healthy culture yields exponentially compounded interest in terms of time, energy, progress, and community spirit.
Culture is the difference-maker, and yet, community association managers and volunteers almost never talk about culture directly. It’s about time we did.
Three Cultures
Organizational culture tends to fall into one of three general categories:
Intentional Culture- Values, goals, and norms have been identified, codified in some form, and provide the basis for principled action. People in the organization are clear on “The Why.”
Unintentional Culture- Values, goals and norms are left to chance. Defining them depends on who the influential people are in an organization at a particular time. Frequently, decisions are made and actions taken on an ad hoc basis. Sometimes leaders focus on rules and written procedures without explaining why they matter. Other times, there is no focus at all. Everybody works too hard at reinventing the wheel or making it up as they go. If such a community is fortunate, things will go well riding on the backs of a few good people.
Actual Culture- Values, norms and goals have been identified. There may be mission, values, and vision statements with lofty aspirations printed on glossy marketing materials and plaques on walls. Yet, leaders and members of the organization violate those ideals on a regular basis without correction. The inherent hypocrisy of the organization destroys morale and trust.
Most organizations fall into the unintentional category. Their leaders may have no concept of culture or fail to recognize the benefits of the time investment necessary to build a successful one. They cannot see that the hard work up front will significantly decrease their time and effort in the long run. They are so caught up in the day-to-day operation that they miss the bigger picture.
What About Community Associations?
Why, specifically, do many community associations tend to have an unintentional culture? First, boards can be mired in tactics, too busy putting out fires and stuck in the weeds to elevate their perspective.
Second, exclusive devotion to the standard board meeting model can cause an unintended consequence. Leaders and managers are trained to follow the legal requirements for board meetings. They correctly conduct the association’s business in accordance with open meeting requirements and the standard meeting agenda. Well-planned and executed board meetings are highly effective in handling the day-to-day business of the association. However, regular board meetings are horribly ill-suited to address bigger picture issues, complicated projects, and strategic planning. These discussions will never fit into a standard board meeting agenda in the best of times. Switch it up by scheduling some town hall or special meetings to listen to what members have to say, get ideas flowing, and deal with big picture issues.
Getting to Higher Ground
Getting out of the weeds is not easy. Leaders and managers first need the awareness that business as usual leaves too much to chance. Then, they must recognize that the work to build healthy organizational culture is a time investment that will pay dividends. For some groups we’ve worked with, it took disgust borne from crashing and burning to motivate them to meaningful change. In our next segment, we will offer a roadmap to intentional culture for community associations.
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Everybody has a “tell” – that one, involuntary reaction that gives them away. Tells reveal themselves more readily in the face of crisis and stress. We may say that we hold to certain principles or beliefs. But when the fecal matter intersects with the air circulating device, an ugly truth may reveal itself.
A Test of Organizational Health
Pay attention to what happens when a mistake is made. What is the knee jerk reaction in the heat of anger or flash of embarrassment? If the first question is, “Who did it!?!,” you’ve got a problem. If that’s the go-to response, it is a sure sign of a sick culture. People in such organizations are motivated to stay under the radar. They fear sticking their neck out or owning up to mistakes- and for good reason! The culture fosters a fixed mindset that hinders the people and the organization from growing.
System or Performance?
Lazy leaders assume that every problem is a performance issue. The blame game is expedient, but it masks reality. When you fail to distinguish the difference between a performance problem, a system problem, or a combination of the two, you make false assumptions, ask the wrong questions, and get the wrong answers.
We’ve seen this play out in interesting ways. Sometimes the worst thing that can happen is having a superstar on the team for a long time. When they finally leave or retire, none of their replacements seem to make the grade. Only upon a more in-depth analysis of the situation does it become clear that one of the old superstar’s abilities was overcoming crummy systems. Their success masked the deficiency and set up their successors for failure.
Listen and Learn
If you listen to your organization…or yourself…and realize Bang & Blame (great song, by the way) has infected the culture, it’s time to change the game. How? By changing the question.
Organizations with healthy cultures react to errors and crisis with the following questions, in this order: • What? Determine precisely what happened. Make no assumptions. • Why? Was this a performance issue, a systems issue, or a combination? • How? What factors contributed to the issue? And only then…. • Who? Now you can address the matter, take the appropriate action, and help people grow and learn.
Reality and Success
Without mistakes and challenges, there is no innovation, no progress, and no growth. As Tom Peters would say, “Fail forward fast.” Indeed, if the answer to “Who?” shows a pattern of performance issues, a tough decision may be in order. More times than not, there is something more to be learned. Follow the disciplines of a healthy organization. Ask the right questions in the proper order. You will create a space for yourself and others to see reality and the way forward. Your organization will take appropriate and forward-thinking actions, benefitting everyone.
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Zig Ziglar told the story of a friend of his who explained that people tend to be either “cake people” or “candle people.” A cake person sees resources as finite. They will get theirs at whatever the cost, even if it means someone else gets a smaller slice. In contrast, candle people recognize that sharing light with someone else eventually brightens up the whole room for everyone, including themselves.
During critical times, it may be tempting to fall into “cake person” mode. We might feel like our light is so low that we must protect it. We might think we have nothing left to give. And we might be mistaken. It just takes a little spark to light a candle. The challenge is seeing the opportunity, recognizing what we might have to share, and making a meaningful connection.
Finding a Way to Light Up the Room
A few months ago, we decided to find a charity to support as a company. We were looking for an organization that made a difference for those in need here in our local area. When we found DC Central Kitchen, we knew that we had found our match.
We’ve always said that we have no interest in short term profits by giving clients “fish.” If someone does not see our fees as an investment, then they are not our client. We want to teach clients how to fish. They get the best value over time, and it frees us up to serve as many people as possible- thus fulfilling our mission. When we learned about DC Central Kitchen, we realized we found an organization that applied a similar mindset to serve a far more important need. From day one, they refused to just give people both literal and figurative fish. The organization was borne out of frustrations with waste, unfilled community needs, and the status quo. They turned a brilliant and innovative idea into reality. And, they make great use of every resource they cultivate. We wish we could be as cool as they are when we grow up!
Here is how they describe their work: “DCCK is an iconic nonprofit and social enterprise that combats hunger and poverty through job training and job creation. The organization provides hands-on culinary job training for individuals facing high barriers to employment while creating living wage jobs and bringing nutritious, dignified food where it is most needed. DCCK’s social ventures include serving scratch-cooked, farm-to-school meals in DC schools, delivering fresh, affordable produce to corner stores in neighborhoods without supermarkets, and operating a fast-casual cafe.” Wow!
The Campaign
DCCK is stepping up right now to help some of the most vulnerable folks in the DMV area and needs all the help it can get. They do amazing things, making a little go a long way. To learn more about their outstanding work during the pandemic, click HERE.
For our next phase of giving, we have decided to do a campaign in May. Association Bridge will match your contributions to DC Central Kitchen up to $2,000. If you would like to join us and share a little of your light, just click HERE. Thank you!
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A recent blog focused on the unique challenges faced by small community associations face. The crux of most of the solutions offered was to provide access to the attention and resources typically available to larger associations.
But First, Let’s Talk About Beginnings
One of the biggest difference-makers in the success of all community associations is how they transition from developer to homeowner control. I had an eye-opening experience taking CAI’s M-370 class , “Managing Developing Communities.” It became clear to me that in many parts of the country, litigation and firing the management company soon after transition are foregone conclusions. I realized how fortunate I was to have come up in the Washington DC area where litigation is not nearly as common. I think there are a few reasons for this; (1) there are more lawyers per square mile in DC than in most areas, (2) those lawyers understand the true cost of litigation, and (3) the transition engineering study procedure has been embraced by boards and developers alike for a couple of decades.
I also found that creating a very transparent, community-specific series of orientation programs leading up to transition was hugely beneficial. When homeowners understood what to expect, understood the fundamentals of the community association concept and best practices, were fully aware of the requirements set forth in their governing documents and prevailing law, and understood the context of the roles and relationships of the developer, association, management, and individual members, things went really well. Another factor was working with developers who were wise enough to invest in set-up fees so that systems and personnel were in place and in concert with the product they were selling so that everything was in place when the first owner settled.
Managing developing communities is a LOT of work. However, doing the hard work up significantly decreased the workload on the back end. For a manager, there is potential for a considerable payback. There are few things more satisfying than being an integral part of successful communities. By the way, the company I worked for very rarely lost contracts after transition.
When these factors are not in place, much is left to chance. I noticed that some of the new clients we took over shortly after transition were working through chaos that could have been avoided had effective orientations and systems been put into place. The same was true for clients of the company I was working with when the programs were not put into place. I heard it from everyone from unit owners to the managers to accounting staff. Failing to prepare and execute upfront impacts everyone adversely in one way or another.
Back to the Little Guys
We saw the impact of inadequate transition practices early in Association Bridge’s history. We would get calls from board members from tiny condominiums two or three years after owner control. The small developers either didn’t know enough or care enough about association operations to set up the owners for success. Owners purchased with no clue, only to realize too late that they would have to deal with issues that in some cases should have been addressed by the developer. It was too late to do anything about that now and the unit owners were faced with significant financial burdens, magnified by the inequity of scale endemic of their situation.
I thought…What if we could find a way to give small associations the tools I had been providing my management company’s clients for over 20 years? Would it work?
An opportunity to test the idea came up in a conversation with Matt Cheney. Matt was the agent selling for a developer of Lanier Station, a 9-unit condominium in Washington DC. I met Matt a decade or so below when he was leading the sales team sat one of my favorite old clients, the award-winning Lionsgate at Woodmont Corner Condominium in Bethesda, Maryland. Matt lit up with the idea of replicating the Lionsgate model at Lanier Station and made the introduction. Sure enough, the developer, Pete Lambis. We truncated the program from three sessions to one and agreed to help facilitate the transition meeting.
We were able to help the owners prepare to assume responsibility for the operation of the condominium. We laid out various operational models for the unit owner board to consider. In the end, they remained self-managed with a full appreciation of their options and the systems they needed to put into place to get things started and maintain them. Their small investment got them off to a great start that will no doubt benefit owners for a long time. The model works!
A Bonus for When It’s Too Late
Some of the condominiums developed in Washington DC over the past 20 years were townhomes converted into condominiums or newly constructed small buildings. Many of them were not blessed with developers as wise as Mr. Lambis. Owners bought in with no concept of how to lead and manage a condominium, much less with an understanding of the association’s rights or developer responsibilities. By the time the fecal matter hit the fan, they were faced with significant financial hardship.
An innovative solution comes courtesy of Don Plank, Assistant Vice President at National Cooperative Bank. As Don and I were kicking around deep concepts one day, we noted that very small condominiums in distress usually do not have the option their big brothers in condoworld have. They will never be able to qualify for a loan. Suddenly, the proverbial light bulb appeared over Don’s head. “You know, the best thing one of those tiny condos could do would be to re-organize as a cooperative.”
There are legal hurdles to terminating a condominium regime, but this may be a rare time when small size presents a large benefit. Getting mortgagee approval could be tricky, so working with a lender who can write both underlying cooperative corporate mortgage and share loans could help. Unit owner approval to dissolve and re-create the legal entity would likely be a nearly insurmountable challenge for most associations. But with fewer owners to corral, reorganization may well be the best option if a small association is facing oppressive and unfunded capital projects. Working with a qualified lawyer, banker, and project manager, creating a new cooperative with an underlying mortgage would help to defray major expenses over 30 years. Legal costs could also be wrapped up in the loan proceeds. It’s just crazy enough to work! Don is a genius!
Creativity and Innovation
Business as usual can be the death of success. Small associations need creative solutions. We can learn from enlightened developers like Mr. Lambis and original thinkers like Mr. Plank. Community members in small associations will benefit. Success and excellence are possible. Let’s make this happen!
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For various reasons, many managers fall short in this area. They are in reactive mode much of the time. Acting without planning quickly creates a vicious cycle of rushed response and crisis triage. Many never learn the secret of slowing down in order to speed up.
It’s no surprise then, that many of the annual calendars (a.k.a. “management plans”) in use tend to be less than complete and not always user-friendly. An effective calendar identifies as many controllable activities as possible. It breaks down those activities to specific deliverables. It creates a mechanism to track activities and proactively plan for upcoming events. It is a tool to analyze the workload and make adjustments. It promotes accountability and communication. Creating and implementing a detailed annual calendar will make you the Coach Wooden of community association management!
Manager par excellence Karen Harris, CMCA, AMS, of the Old Georgetown Village Condominium in North Bethesda, Maryland, began utilizing a detailed annual calendar 16 years ago. She notes:
“The annual calendar system is a comprehensive management tool that enables the manager to “manage.” It initiates the planning and discussion between the Board and Management at the beginning of each year, giving everyone the data and participation necessary to promote buy-in.
With an emphasis on organization and goals throughout the year, it keeps management on track, prompting action instead of inaction. In the field of property management, unexpected emergencies always pop up. If you are on top of everything else, you can minimize overall stress. Sitting in the driver’s seat is the best place to be whenever possible.”
Note: This blog is geared towards managers, but a detailed annual calendar can be hugely valuable for volunteer leaders of small and self-managed community associations. In addition to the benefits noted above, the calendar memorializes processes and supports continuity of services as board members change over time.
Yeah, but…
Buying into the concept can be a challenge. It is a lot of work up front. And it requires accountability.
10 Reasons to Use a Thorough Annual Calendar and Include it with Status of Items Noted in Every Management Report
1. You will save time by being more efficient – no time wasted on fixing errors and communicating embarrassing problems. 2. You will rush less, thereby greatly improving the quality of your work. 3. You will have the confidence that you have more things under control. 4. You will have less stress and worry. 5. Your clients will have more confidence in you. 6. You will reduce the potential for unnecessary expense. 7. Your rear end will feel better. (Since you won’t forget important events and deadlines, those things can’t bite you in the butt!) 8. You will control your time better. 9. You will set yourself apart from the pack. (Most managers in the industry do not do this). 10. You will have a clue why you do what you do – once you embrace the concept and use it as a tool, everything makes more sense and a whole new world opens up to you.
Busting Four Commonly Held Myths
1. Myth: “I don’t have time.” Reality: If you don’t have time to do things well now, when will you have time to do things poorly later? Reality: Planning properly and executing a plan saves time because you are far more focused and efficient than when you wing it and perform tasks randomly. Reality: Successful managers learn to recognize the difference between a time investment and a time expense.
2. Myth: “My clients don’t care – they don’t read my reports as it is.” Reality: Even if they don’t read it after the first time they see it, no client has ever failed to be impressed when first introduced to the concept.
3. Myth: “If I tell the client everything I plan to do and for some reason can’t deliver, they will hold me responsible. What they don’t know won’t hurt them or me.” Reality: Whether the client holds you responsible or not, you ARE responsible. Some think being held responsible is a bad thing. Reality: If you keep winging it, it’s only a matter of time before you will be held responsible for a major error because you failed to plan – better to be held accountable for little things if they don’t go 100% according to plan. Reality: Your client will find your willingness to be accountable and honest refreshing. They will trust and respect you for it.
4. Myth: “If I give them all that data, the Board meetings will take longer and they will nag me about everything.” Reality: The first meeting or two might be longer, but you will find that because they know you have things under control, the meetings are shorter…and they get OFF your back.
OK! I’m a believer… now what?
When is the Best Time to Create or Review a Calendar?
1. When you take over a new client from another company or manager (helps you to learn the property QUICKLY)
2. Right after a budget is adopted and while you are completing your 12 month spread (helps you merge the physical and administrative plan with the financial plan)
What do I Need in Front of Me to Build my Calendar? 1. 12-Month budget spread 2. CC&Rs or bylaws 3. Policies that might impact management activity (ex. ARC) 4. Contracts 5. PM schedule (if it exists…and if it doesn’t, make one!) 6. Annual meeting file 7. Anything from the files that helps you to identify when things are to happen at the community (paid bills, etc)
The 10 Steps to Success
Step 1: Identify the tasks you can control and do routinely, and those tasks and projects that are on the plate this year in the following areas:
Step 2: Identify the steps you need to complete each task
Step 3: Identify deadlines and decide during which months these tasks should be completed – work backward from deadlines (ex: contract award process).
Step 4: Draft the plan on a chart in a format that allows you to see the total picture and how tasks relate to one another
Step 5: Review the plan and adjust the timing of events as possible so that you don’t overload yourself.
Step 6: Roll out the plan in the next management report. Let the Board know their input is appreciated and that the plan will be adjusted if needed as time goes on.
Step 7: Schedule time to review your plan during the month, verifying you are on task in the current month and prepared to handle next month.
Step 8: Mark completed items in the chart to track performance and include in the monthly management report.
Step 9: At the end of the year, analyze performance vs. plan, learn from the past, and adjust the plan or your performance as necessary.
Step 10: Enjoy the benefits of being a truly professional manager!!
Means & Methods
Any plan is better than no plan. Annual calendars or management plans exist in various forms ranging from lists by month to tasks plugged into Outlook or Google Calendars. To achieve all the goals outlined above, it is most helpful to have one master document. To find a sample and template you can use, we’ve placed a link on the Association Bridge website for you. Look for the Samples You Can Use! box.
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