Tag Archives: Values

community associations, condo associations, Cooperatives, Culture, leadership, values

Culture – Let’s Get Intentional

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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!


community associations, condo associations, Cooperatives, Culture, HOAs, leadership, Uncategorized, values

Culture – The Missing Piece

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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. 

Attitude, Book Reviews, business life, values

Book Review #1 – Lessons and a Tribute

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The Backstory

For my first Tomasaurus Rex Blog book review, I chose one with a very personal connection. It is one of my favorite business/life stories. Over the course of my long association with Arthur Dubin back in the Dubin & Associates days, he shared a number of anecdotes about a man he knew in his youth. As near as I could make out, this big-hearted fellow named Jerry had been a big deal at some point. From Arthur’s stories, I gathered Jerry had owned the Philadelphia Eagles. I learned he regularly treated kids to Eagles and Baltimore Bullets games. I knew he had lost his fortune but was not clear exactly how. But the real story was the man behind all that. The Jerry that Arthur described was a kind and generous man who has treated more people to restaurant meals than anyone in history. A famous practical joker, he also had a great sense of humor.

What I did not know when we joined Zalco Realty in June of 2000 was that Jerry Wolman was a real estate phenomenon in the late 50’s and 60’s, that he had embarked on building the tallest skyscraper in the U.S. and that his empire collapsed as a result of issues related to that project. I did not know that Zalco Realty’s owner and chairman had been associated with Jerry and that Zalco’s beginning was in some way connected to the remains of Jerry’s real estate holdings. I also did not know that Jerry kept an office at Zalco.

So we Dubin employees moved into Zalco’s Silver Spring office as part of the merger arrangement. My next door office neighbor was this extremely friendly older fellow named Jerry. As we chatted amiably about life and business, I noticed that the guy especially lit up when talking about two things – his family and sports. He exuded kindness and generosity of spirit, one of those people for whom you sense you would be happy to do anything for. I got the feeling I could learn a lot from this guy. One day I told Jerry I’d love to better understand the art of the real estate deals and pick his brain. I explained how I would love to get off the financial hamster wheel one day but that I was limited by a lack of capital. Jerry told me, “Aw Tommy, you don’t need money to make money. You just need balls!” So old school.

Then one day our discussion turned again to sports. He casually mentioned he once owned the Eagles, but it was a long time ago when I wouldn’t have known any of the players. Jerry had not yet grasped that I am a bit of a sports history nut. After reeling off the names of half a dozen or so players, his eyes flashed as he broke into that big Jerry smile and he exclaimed, “You know!!” After a few months of being next door to the guy, the light bulb finally turned on. I walked into Arthur’s office and asked, “That guy Jerry I’ve been talking to for the last 6 months – that’s The Jerry?” Arthur, incredulous, replied, “You didn’t know that?”

Fully enlightened, I thoroughly enjoyed my time with Jerry until he moved out of Silver Spring and into an office at the Ellicott City spring water bottling business he was working on at the time. We caught up every so often. It was always a delight. Jerry was the kind of person you want to be like when you grew up, in part because in some laudable ways he never grew up. He was the guy you wanted to introduce to all the special people in your life. I was grateful my wife got to meet the man I had talked about so much before she passed. As I learned more about his history and did a little research on the Philadelphia Flyers and the John Hancock Center, I was amazed at his irrepressibly positive attitude. The fact that he never expressed any bitterness whatsoever towards those who appeared to have done everything from serving him poorly to being outright disloyal showed me the meaning of grace.

The Summary

I knew Jerry was a class act, but my appreciation grew considerably after reading the book. He never claimed to be a perfect man, just a regular guy from Shenandoah (“Shendo”) PA. The book chronicles his life from boyhood to his chance arrival in Washington, DC. He kept his eyes open, thought creatively, and found opportunity, eventually presiding over a $100 million (roughly $750M in 2018 dollars) real estate development and management empire. His business practices were old school, to say the least. Deals were sealed with handshakes. Your word was your bond. Eventually, he lived his dream and bought the Philadelphia Eagles. Soon after, his holdings included the Spectrum arena and the fledgling Philadelphia Flyers. Then it all came apart. Construction faults in his most ambitious construction project and his resolve to remain personally responsible for the business required him to liquidate his assets, including his beloved Eagles. Along the way and well after the financial fall, Jerry touched countless lives with his kindness and generosity. In the end, many of those to whom he gave grew in material wealth. Some owed their fortunes to him. But with the love Jerry shared and got back from friends and family, he remained the richest of them all.

The Gold

Jerry’s story is a touching and, in the final analysis, uplifting story of what a person can accomplish. It also teaches how to recognize the failures of the past and admit errors while staying focused on the present. Success and riches of real value transcend cash, power and toys. It’s about family, and dreams, and effort, and people, and giving, and love. I don’t know anyone who has given as much away as Jerry did without ever keeping score. Naturally, proceeds from the book went to a charity close to Jerry’s heart.

Jerry’s inscription in my copy of the book. A tough guy unafraid to express love – pure Jerry

We lost Jerry in 2013. I wish you could have met him. I miss him, but his impact on my life remains. I’ll tell Jerry stories as long as I live. Soon, very few will remember the man. The book is already hard to get. Don’t miss out.  Amazon still has a few copies.

Budgeting, community associations, condo associations, Cooperatives, HOAs, leadership, long range planning, values

The Vision Thing

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The words keep falling out of my mouth. I see it again and again. So many boards think their mission is to keep fees low, period. Ironically, the mindset that this engenders pretty much guarantees that in the end, everyone will pay more.

Never forget that the budget is a tool. It is part of the plan that provides the means by which the community’s needs are met. At a higher level, it can be part of the plan that provides the means by which the aspirations of the community are met. It is the tail, not the dog.

Don’t get me wrong – a fiduciary has a duty to make sure that members’ assets are well utilized. But there’s a huge difference between price and cost. A low price up front can mean tremendous cost later on. A myopic focus on trying to make sure expenses do not exceed the budget plan (key word PLAN) leads to a vicious cycle of failure that goes something like this:

A “we can’t afford it” mindset begets a budget that ignores the reality of the facilities, operations and shared values of community, which begets a budget filled with artificially low line item values, which begets cheap, shortsighted financial decisions during the year, which begets poor quality repairs, supplies, and low reserve funding, which beget Band-Aids and deferred maintenance, which beget emergency response repairs, poor curb appeal, and increasingly unsatisfactory service, which beget negative community spirit and higher accumulated expenses, which beget fear of conflict and board exhaustion, which beget more shortsighted decisions making until….

The bottom drops out. Special assessments, huge fee hikes, and/or debt service (unless the financial condition of the association has been flushed so far down the toilet it’s no longer an option). Ironically, in the end everybody pays more because the board managed down to the budget instead of leading up to a vision.

Vision doesn’t have to be a pie-in-the-sky, magical thing. It can be pragmatic. In working with community association clients, I’ve learned to start with a simple annual planning session. Tell me what you want to do and I’ll tell you what’s important to you. Which means you’ve identified your values. Which leads you to your vision.

So start with planning.  Establish a disciplined, robust budget preparation process. Lead.  And truly serve your members. That is your duty. It’s hard at first, but ask those who have tried to lead associations out of the ashes. It’s much worse.

Going cheap at all costs may be a value, but it does not lead to a sustainable vision. Walk around without your glasses and eventually you will stumble and fall. Don’t be afraid to open your eyes and get the help you need to see clearly.

business life, values

Thanks Neil! – The Best of “Old School”

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We lost a good friend not long ago. Neil Moreland was a fixture for many years on the Community Associations Institute scene in the Washington Metro and Chesapeake Chapters. More importantly, he became a fixture in many people’s lives; softly, quietly, cheerfully, dependably.

Neil was one of my primary mentors at CAI and I was proud to count him as a friend. He was instrumental in the success of the WMCCAI’s Conference & Expo for all three years I chaired the event about a decade ago. An immensely creative fellow, he was the guy we could count on to come up with the theme each year. I still remember the playful look on his face when he would walk into the committee meeting, cock his head to one side and say, “When I was in the shower this morning, I had an idea about next year….” Once you got past the visual he stuck in your head, you realized that he absolutely nailed the theme. He was our champion of the “Aha!” moment. He got all his best ideas in the shower, apparently.

Neil contributed his time and talents greatly to WMCCAI, and the chapter recognized him with many awards. I noticed Neil was never fully comfortable with all the recognition. He was always much more interested in getting things done. Neil never lost his modesty or his humility.

meg & neilMy daughter Meagan was close to Neil as well. When I shared the sad news of his passing with her, she said “He adored you – the only reason he was interested in me was because of you.” I told her she was wrong. Neil was interested in meeting her when I told him she was also in the community management industry, but once he met her, he adored her, too. That was a key to Neil – he focused on each person as an individual, and he shared his big heart liberally with them.

I heard many say how much we lost when we lost Neil. In a way, yes, but what’s more important is how much he left for us. Neil was passing things forward long before the movie that made the phrase popular was even a glimmer in anyone’s eye. More than passing forward, Neil was Johnny Appleseeding us. He understood and believed in the value of service. He looked out for the concerns and needs of others, and gave of himself unselfishly in things large and small. As a result, he impacted people and organizations in ways they will always appreciate, but probably never fully realize. In my opinion, one of the things that made Neil great was his “old school” way to doing business and living. These things are in short supply these days. More than anything else, I wanted to honor Neil by sharing the values we talked about, the values he exhibited on a daily basis.

“Old School” Perspectives – Life and Business as Lived by Neil Moreland

 

Give for the purpose of giving, not in order to get something in return. Giving to give is love. Giving to get is manipulation. See the line and don’t cross it.

Business, like life, is about relationships. Make the call. Better yet, show up. There is nothing like face to face.

Be in the moment. Care about who you are talking to right then and there, and what they are talking about.

Believe in others. Find ways to support them.

Allow your passions to translate into actions. There is no value in waiting for permission. Find a way.

Be a gentleman. I know that may sound sexist to some. This is the only “guy thing” on the list. But being a gentleman brings out the best in masculinity. It applies to how one interacts with everyone. It is respectful, it is kind, and it is quietly powerful.

If you have an idea, throw it out there. If it isn’t embraced, leave it alone. Don’t be a jerk about it. If the idea is good, it’s time will come. Just keep it in your pocket for the right time.

Be kind. Kindness is more powerful than all the ego in the world.

Care. Then do something about it.

I hope you enjoy reflecting on Neil’s life as much as I do. If you do it right, you’ll have a smile on your face. Please feel free to share lessons you learned from Neil. Remember to always pass it forward. That might be the best way to honor Neil’s memory.