“There are those that look at things the way they are, and ask why? I dream of things that never were, and ask why not?” -RFK
I’ve loved that quote for a long time. It gets me charged up every time I read the words. But I’m no change-the-world kind of visionary. All I do is help people and groups connect dots, to fix stuff, and to make things happen. I try to create a space where people can be their best. When I do, I get that same jolt of energy as I do when I drink in Kennedy’s words. I think it comes from the process of creating anything that wasn’t there before, even if it’s a basic as setting up a system or helping someone see how their lives and work can be a little easier or more fulfilling. I think it’s about making a difference.
But I’m frustrated. I’ve seen great community association leadership and management. I’ve been privileged to been a part of it from time to time. It’s awesome. And it doesn’t happen nearly often enough. Every time I see people accepting mediocrity (or worse), giving up, missing the point, or air balling opportunities to turn things around, it annoys me. And I really don’t like reading a piece on social media, which may or may not tell the whole story, but seems to cite examples of board members or managers violating the fundamentals of fiduciary duty, good business or just common sense. Especially when the writer broad-brushes all community association, boards, and managers as inherently evil. As a positive, solutions-based guy, this negativity is tough to take. Especially when I’ve come to appreciate the dedicated women and men who I’ve had the privilege to know, to learn from, and to serve with in this space as they consistently do the right thing for all the right reasons.
The truth is, due to a plethora of factors, the cards can be stacked against us on the whole. My signature theme and talk for 2017 was “Raising the Bar.” It started as kind of a rant. To provide context in presentations, I began with a Readers Digest version of the history of community associations and the management industry that supports them. When you look at how we got here, it’s not at all surprising where we are. And when I see industry trends that fail to address the fundamental issues of commoditization a lack of customer service culture, I’m not so happy with where we are going in the macro. It doesn’t have to be this way.
The potential for great things is right there in front of us. Some are dedicated to excellence. I’m grateful to have gotten to know and work with so many of them. THEY need to be driving the future. And here’s the thing – despite the negativity you can read on line and in the press, statistics seem to indicate homeowners enjoy living in their community associations. Just imagine how thrilled they’d be if excellence was the norm!
And that’s why I’m frustrated. So much opportunity for career and volunteer leadership experience satisfaction, for wildly successful communities, for outstanding service….yet in general I see “good enough” mentality, short term thinking, price first (frequently price only!) thinking, and too much fluff, smoke and mirrors. It calls to mind Hyrum Smith’s definition of pain (the Franklin Covey day planner guy) – “Pain is the distance between where you and are where you want to be.” I think that to a large extent, our whole industry is in pain and those in it frequently doesn’t realize it. And when they do, they tend to assume it’s the norm. Dysfunction junction.
But Tom, you said your business social media would be a snark-free zone, focused on solutions and positive messages…
Yes…yes I did. Here it comes…
One way or another in 2018 I’m torquing up my efforts to make a dent in all of this. I am going to continue to act on the beliefs I’ve come to acquire about leadership, life, and management over the last 3 decades of service to community associations. I will be actively looking for ways to implement and promote the best practices embodied in them and do my best to have a bigger impact. So here are some of the things I believe, in no particular order. Some apply to managers, some apply to volunteer leaders, some apply to both. I know I’m violating the blog brevity rule by including so many of these…oh well. Here goes.
1. We need to share success stories, start to take back the conversation and elevate the dialogue.
2. Yes, there will be some bad actors and they will deserve the bad press they get. It’s easy to be a critic. Let’s do better. If we share a horror story, share the solution and the lessons learned.
3. Professional designations are only the beginning. Technical proficiency is a baseline. It’s what you do with it that really counts. Learn to be effective, to understand and teach the principles behind the fundamentals. Think, live and act as leaders, not administrative functionaries.
4. I think the old axiom is correct – managers focus on doing things right while leaders focus on doing the right thing. But there’s a caveat. The best managers are leaders first. At the same time, they recognize what is entrusted to them and make sure they take care of other people’s stuff in an exemplary way.
5. Community members deserve our best work.
6. We need to respect people for their humanity, even if their words and actions do not seem to be worthy of respect.
7. We need to agree to disagree in an agreeable way.
8. Cost is more important than price. What you pay today is less relevant than what that decision costs you over time.
9. Politics is not leadership. Practice leadership first and earn trust.
10. Until we communicate in a meaningful way from the listener’s/reader’s perspective and NOT OURS, we are just part of the static in a crowded space. “But I sent an email”, “It was in the newsletter”, “If people want to know what’s going on, they need to attend the board meetings” and one of my favorites, “They should know the rules” just don’t cut it any more. Sorry. Life is harder now. (Managers, refer back to #2, but this applies to board members, too). Change the message, change the mode, change the tenor, change the channel of communication. Go deeper. It doesn’t matter what you said. What, if anything, was heard?
11. We need to stop being “No People.” Find yes! Nobody wants to hear what you can’t do. Figure out how to be a resource to help people get what they want. It doesn’t matter if it’s not in your position description. PDs should be the baseline, not the goal.
12. We need to believe in, and be great at, customer service. Not for its own sake. Do it because it’s part of who we are. If you are not about that, it’s OK. But if that’s the case it‘s time to find another career or volunteer effort.
13. In the end, even great management cannot overcome lousy leadership.
14. Trust is everything. It takes a while to earn and one misguided sentence to lose it. Remember what being a fiduciary means and live up to the inherent and underlying principles, not just the legal technicalities. We take care of other people’s stuff. That’s a trust. That’s an honor. That’s huge.
15. Every community association is different. Cookie-cutter approaches and metrics are fatally flawed. Go deeper.
16. We are so much more than asset managers. We have to go beyond sticks and bricks to serve our clients well. Therefore, we are not “property managers,” we are “community managers” or “community association managers.”
17. Managers & management companies: It’s about the client, not the company. Board members: It’s about the members, not the board.
18. The best way to spend less time putting out fires and missing opportunities for proficiency, much less excellence, is to invest the time to prepare and execute systems and processes. Is “hair on fire” your S.O.P.? Here’s your sign (thanks Mr. Engvall).
19. Management companies need to prove value if they are ever to get out of the commoditization trap. Stop the dollars per door nonsense (see #15).
20. Every organization has shared values and culture. Even community associations! Make it intentional and you’ll own it. Leave it to chance and it will own you.
21. People in the community always have more in common than what divides them. Sometimes it’s just hiding. Don’t let divisions dominate the dialogue. Find those things in common and build from them.
22. Remember, in other areas of your life, you are a customer. How do you like to be treated? Do that when you are serving others. (Isn’t it funny how easy it is to forget the golden rule??)
23. We need to grow our emotional intelligence, not just our IQ. The goal of acquiring knowledge needs to be wisdom.
24. You are what you eat, physically, mentally and emotionally. Be intentional about feeding your heart and head. Leave it up to chance and you’ll likely be negative and bitter, accidentally setting up vicious behavior cycles with the people around you.
25. We silly humans tend to make assumption about motive, put everything (and everybody) in black and white boxes, respond negatively to negativity, and value ego over humility. That’s what kills all human relationships, not just those related to community association. Please stop it.
26. Human resources are investments. This need to be part of every organization’s DNA. Giving lip service to “people first” doesn’t count if people are ultimately thought of as expenses, or worse, commodities. A dedication to learning needs to be part of that DNA. Most organizations don’t even invest in training, must less learning (yeah, there’s a big difference). Sorry, but that’s as dumb as a large manufacturing company going cheap on R&D. Short term profit, long term decay. Invest in people, build and maintain a culture of learning (see #20).
27. Contrary to what burned out managers and politically motivated board members might say, “CYA” is not the first goal of business. Covering your butt is the byproduct of doing good work.
28. Governing documents, rules, policies and processes exist for people, not the other way around. Remember that every time a rule or policy is drafted, and every time a covenants violation or collections notice is sent out. Yeah, you might have to add some scary language if required by law. Still, find a way to make it both human and humane.
29. Outstanding customer service is not only noble, it’s rewarding. Somebody a whole lot wiser than me said “There is more happiness in giving than receiving.”
And finally, I believe we all need to remember that every time we, as community association leaders, managers, or other professionals that serve community association members, choose to carry out our responsibilities in an excellent way, we absolutely have a positive impact on the quality of life and ownership experience of every member of the community. We are the only ones that can take that reality away from us. Please don’t let that happen! Every situation and interaction is an opportunity to make a difference. Think about it – you may be the only bright spot in someone’s day!
No, I’m not blowing Pollyanna smoke or condo fairy dust up your butt. Community associations are growing faster than the industry’s current ability to address its challenges. On the whole, this thing is too broken to get it all fixed by the end of my career. So what? Every single one of us can make a difference one best practice, one transaction, one conversation, one client, one board member, one manager, one success at a time. So let’s not ask why. Let’s ask, “Why not?” What do you say? Let’s do this thing!
If you looked others in the eye and asked more questions, what would happen?
