9 minute read
Paying for Sins of the Past
building relationships
We’ve all taken over an account where the board was convinced that the outgoing management company had failed to uphold their contract. Example after example of their failures is spouted over the phone, in meetings, or basically to anybody who stands still long enough to listen. Marketing interviews are filled with questions and statements that revolve around past real and/or perceived transgressions and present the outgoing firm as a bunch of doofuses.
It’s very difficult, especially during the marketing period, not to automatically side with the disgruntled board and ooh and ahh and shake your head at the incompetence of the current management company. After all, you want the account, and agreeing would give you that edge over the competition. Seasoned managers or executives typically attend marketing interviews, and we can usually determine the real culprits a mile away, and quite often it is NOT the outgoing management firm.
Playing into the hands of these types of boards does a disservice to our industry as a whole and the newly assigned manager. In siding with the disgruntled board – especially when you know the failure lies with the board – you are setting unrealistic expectations and making promises that outweigh the time commitment you as the manager will be able to put into the oncoming account. The Board is going to assume that your company will solve all of their issues within the first month or two of the contract, and the manager will be viewed as an indentured servant rather than a professional manager. He/she will be micromanaged to
PAYING FOR SINS By Vicki MacHale, CCAM OF THE PAST
When you inherit a disgruntled board, staying neutral and professional is the best course of action.
the point where sending out an email answering a simple question will result in a case of hives. When the magic cure doesn’t net immediate results, supervisors will spend hours on the phone talking down the new account board president. The manager’s other accounts will also suffer, as there are only so many hours in a day.
The interview process should be viewed as an opportunity to not only market your company, but as a means of educating a potential client and setting realistic expectations. Unfortunately, I learned this the hard way. I once took over an account where the previous management company was terminated after a fence repair and painting project went over budget by 25% (close to $100,000) without the board’s knowledge. In fact, the board didn’t learn this until a month after the project was completed and the final project totals were reflected in the financial statements. (Unbelievable! First mistake, I said as much in the interview process.)
Upon termination, the board continued to run the management professional into the ground. They even called a special meeting to discuss filing a lawsuit. After listening to them laminate for over 30 minutes, as well as doing a little investigation prior to the meeting, I learned that the board approved the contract, chose not to hire a project manager to write specifications and oversee the project, and instead placed the president and the treasurer in charge of the project, both often keeping management out of the loop when decisions were being made.
The treasurer and the president signed off on each change order and signed every reserve check, yet NOBODY on the board knew the project went over Continued on page 22
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November 2013 Management Report Tasks Summary
Report Description
A Task is an association management businessation management business matter matter that requires action and is created by, and/or assigned to either a management company employee, such as the Community Association Manager, or Board Member. All open action items, items, other other than than rep rep ai ai r and maintenance tasks, should be documented in the Tasks List to clearly track and manage open issues through to completion. Repair and maintenance tasks are typically managed managed using using Work Orders Work Orders although some Tasks may create the need for an underlying Work Order and can be linked to a Work Order. Board Members can create, update and monitor Tasks by accessi accessi ng the Board Portal at ng the Board Portal at www.ciranet.com . See additional information regarding Tasks at http://www.ciranet.com/SWP/Tasks_Summary_Report.pdf.
Settings
Tasks Dashboard
Open Tasks Conditionn
Past Due Tasks
Tasks Due Within the Next 30 Days
Tasks On Hold
Tasks Completed or Canceled Since 10/01/2013 Metric 0
0
0
0
4 Status Comment / Recommended Action There are currently no open tasks assigned to the Community Association Manager or any of the Board Members. Please ensure all outstanding issues are documented on the task list.
There are currently no open tasks with a status of "On Hold."
Completed/Canceled Board Tasks from 10/01/2013 through 11/14/2013
# 1
2
3
4 Task ID 35301
37394
38800
38844 Itemm Ocean Colony Reserve Study Proposal FY 2014 Financial account Balance Review
4Q 2013 Ocean Colony Newsletter Contentt 2013 Engagement Letter2013 Engagement Letter
Status Completed Completed CompletedComplete Completed Responsible dagmar.wachter ahu6716
dagmar.wachter dagmar.wachter Created By dagmar.wachter dagmar.wachter rachel.mills
laura.jones
Due Date 10/31/2013 11/14/2013 10/07/2013 10/07/2013 Work Order
November 2013 Management Report
Page 14 of 60 Prepared on November 14, 2013
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Call today to learn how you can leverage our fully integrated, easy-to-use solutions that will provide the transparency and visibility you and your communities deserve. t. 855 255 9541 | www.CiraConnect.com budget by close to $100,000 until the financial statements came out?! This was not the fault of the managing agent; it was the fault of a lackadaisical, cheap board that scoffed at best business practices. When things fell apart, they wanted somebody to blame for their failure to pay attention to what they were signing and approving.
So here’s the second mistake … I told them exactly that! I asked them what they thought a jury would say when all of this documented evidence was presented by the previous management company? Needless to say, the outgoing management firm did not get sued. I, however, was in H. E. double hockey-sticks for quite some time, but was eventually able to manage my way to superstar status.
Seriously, even the biggest and the best management firms sometimes fail, but using that failure to degrade others is beneath us and ultimately it hurts us all. Educate rather than placate. Defend rather than offend. If you can’t do that, try duct tape!
Vicki MacHale, CCAM is the Executive Director of ARK Management in San Diego.
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What’s Your #1 Complaint?
Dealing effectively with conflict can reduce stress, anxiety and, more importantly, the mental and physical burn-out associated with managing homeowners associations.
What’s the number-one complaint from community managers? You probably guessed it: dealing with difficult board members and homeowners.
Have you ever started out your day with an outgoing and helpful mindset, then felt your energy slowly drain away as you deal with one, two, three or more unhappy homeowners?
Having great people skills may be the reason you fell into the profession of community management. But, working with hostile, abusive and difficult people can take its toll on your emotional and physical health. Though many consider people skills to be a talent or trait, it’s time to acknowledge conflict resolution as a bonafide job skill. And just like any
other job skill, you can be trained to excel. You can go through your day without feeling depleted and emotionally assaulted. You can learn to identify specific types of conflict and personalities, and then control the exchange.
Imagine approaching your next “unhappy” homeowner conflict or board meeting blow-up with the logic and confidence you employ in your other daily responsibilities.
CACM developed CMM220 Conflict Resolution for Community Managers specifically to help managers diffuse everyday HOA conflict situations. This course will give you the confidence to manage any communication challenge – from an irate homeowner to a contentious board meeting.
What is it worth to you to be able to … • Identify difficult personalities and appropriate techniques for diffusing conflict with each • Manage unreasonable expectations • Assert your professional authority • Maintain a customer service mindset • Manage group dynamics, including consensus building, facilitation and conflict between others • Develop a protocol for communications during a crisis
Don’t miss the next course offering on September 16 in Sacramento. Register now at www.cacm.org.
Is Sacramento too far? CACM schedules courses in your area on request. Go to www.surveymonkey.com/r/ Request_a_Course to add yourself to the course waitlist. ALL-STAR FACULTY Meet one of CACM’s top-rated instructors
Robin A. Romo, CCAM-HR CitiScape Property Management Group, LLC, ACMF San Francisco, CA
12 years in the industry
“I teach because I feel strongly about the importance of building a strong foundation in this industry through education. The more education and training our managers receive, the more the public sees how significant and vital the role of a community manager is. I feel fulfilled knowing that I’ve contributed to the continued growth of other managers.”
Catch Robin teaching these courses in Northern CA: • California Law Series: Modules I and II • Conflict Resolution for Community Managers • High Rise Community Management • Human Resource Management • Ethics for Community What Students Are
Managers Saying About Robin: • The Basics of
Association “Robin was one of the most engaging instructors I have had.
Management (BAM) She is knowledgeable and has tons
Series of energy that kept us interested. She made learning a dry
