Spotlight on Education: Introducing CACM’s Newest Course

from Vision Magazine Summer 2013

by CACM-California Association of Community Managers

In the Boardroom: Set the Tone for Teamwork in Your Association

Introducing CACM’s Newest Course CMM100 Intro to Community Management

Ever wish you could help your support team (assistants, customer

service, accounting, other operations, etc.) learn more about community management, but just

don’t have the time to teach all the

important basics yourself? CACM’s

newest course is your answer!

Our new CMM100 Intro to

Community Management course provides an overview of the CID industry, community management and volunteer governance structure. Attendees will learn important terms, definitions, roles, responsibilities and professional etiquette as it relates to communicating with clients and colleagues.

Not only can this course give your support staff the information they need to help you address the challenges of community management, but it is also a great tool for succession planning by exposing your support staff to the various career paths in community management.

UPCOMING OFFERINGS

August 7 8:30 am - 5:00 pm Laguna Hills

August 28 8:30 am - 5:00 pm San Diego

August 29 8:30 am - 5:00 pm Concord

AFFILIATE MEMBERS INVITED TO ATTEND!

DON'T SEE AN OFFERING NEAR YOU?

If our schedule doesn’t mesh with your schedule, you have the option to help bring this or any other CACM course to your area. Individual managers can request a course be held locally by filling out the online Request a Course Form. Once the minimum number of requests (typically seven) for a course has been received, we’ll schedule it in your area!

REAP THE BENEFITS OF PROACTIVE CHANGE MANAGEMENT Planting Seeds of Change

BY TARA GRAVISS, CCAM

Everything that blossoms begins with a seed; even a revolutionary thought, idea, or dream has a humble beginning that must be nurtured until it reaches its full potential.

In a way, being a change leader in a community association can be a lot like being a gardener: If you don’t want weeds to get in the way, you need to be present, listen, participate and take action where/when necessary. But also, with the right amount of care, the changes you need to implement in the association can grow into mutually beneficial solutions for you and the membership.

I know there are times when, whether you’ve just acquired a new account or have been managing one for years, you are faced with the harsh reality of having to tell your board they have a “situation.” You gather all the facts, line up the experts and present the board with their options while holding your breath – hoping and praying they have the skills necessary to make tough decisions and do what needs to be done to get the associations back on track.

However, the change management process can start way before you have to explain a “situation” to your board. It starts by understanding the longterm goals of your association(s), its members and the board of directors. By taking the necessary steps to attain those goals, you are slowly planting and nurturing the seeds of change.

ADDRESS THE ROOT OF RESISTANCE

Associations must adapt to fit their changing circumstances (membership, economics, services, etc.). Changing the mentality and attitudes of members can be done with the right amount of public relations, education, planning, communication and collaboration. Most people don’t like surprises, and the more you can prepare the membership for change, the more satisfied your clients will be and the easier your job will be.

As the expert in your field, you have a responsibility to recognize the need for change, as well as the sources of resistance to change. Understand that people resist change because:

• Theyfear change will negatively impact them • There is a power struggle (they want control) • Theyare clinging to the past (we bought/we were told) • The status quo feels more comfortable • Theyequate change with failure • Theyare emotionally invested in the way things are • Theyare operating from a silo or herd mentality

Once you’ve identified the reasons behind any resistance to change, engage the membership in a conversation about what they want to see happen in the association. Ask thoughtful, specific questions to gather feedback; here are a few ideas to motivate members to share their thoughts with you:

• Use an anonymous questionnaire format like

Survey Monkey and share the statistics with the entire membership. • Post well-worded questions on your social media sites (i.e., Facebook, LinkedIn, website, etc.) to illicit positive input. • Activelyencourage feedback and input from members, and give credit to those who participate. • Ifyou have a community newsletter, use it strategically to encourage dialogue between you and the membership (i.e., make it easy for members to contact you). • Encourage participation during the open forum portion of board meetings. • Turn to your Ad Hoc

Committees to address specific subjects or concerns and report recommendations and findings to the board.

Share the results of these efforts with your board(s), and this becomes one way to harness all of the passion, opinions, desires and “expertise” of your membership and use it to benefit the association. Instead of neighbor pitted against neighbor or unruly mobs of factioned members, consider how this type

Continued on page 42

Planting Seeds Here’s an example scenario of dialogue and transparency can bring people Continued from page 41 It is important to anticipate from personal experience: XYZ Homeowners Association has together and promote future discussions about necessary change. the changes necessary to maintained their dues structure as is for two years in a row. PLANT THE SEEDS AND WATER OFTEN achieve the association’s However, utility costs are rising and the association is offering

Planting a seed is similar to setting something desired goals, and to more amenities. Let’s consider my in motion, such as an idea, concept, thought approach to communicating the pattern or approach. It is important to anticipate remind the membership almost inevitable need to raise dues the changes necessary to achieve the association’s desired goals, and to remind the membership of of those potential changes in year 3 or 4: • At the budget meeting in those potential changes early and often – especially those that have a direct impact on the association early and often. 2012, I made sure to highlight all the benefits the association and its members, like increased maintenance fees, has added in the past two years large reserve expenditures, design/architectural and discuss the things that have changes, rules and regulations changes, and use changes. been done to combat rising utility rates. I also noted that

Revolutionary change is needed in community associations they have kept dues flat for two years and there was a real with extreme problems and would likely be met with much possibility of needing to raise dues in 2014. resistance. By familiarizing the membership with necessary • I continued investigation into ways to save moneywhile changes ahead of time, you can facilitate evolutionary change, raising service for the association, and regularly reported my which is more comfortable and can be applied over a long period findings to the board. of time. Evolutionary change is more of a natural development • The year-end audit confirmed the drastic increase in utility that can be coaxed along with information, education, costs and, when it was presented to the board, I made sure to communication and collaboration. talk about the impact this would have on future budgets.

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• I proactivelysent out memos to the board to re-cap services and what they have accomplished over the years. • On behalfofthe board, I sent memos to the members recapping accomplishments within the association. • On Facebook, I regularlyposted activities, updates, events and changes. • At everyinterface I had with anymember ofthe association,

I made sure to talk about all that has been accomplished and impending plans – being sure to slip in the amazing fact that we’ve been able to do all this while maintaining the dues structure for two years.

The goal in this scenario was to ensure that members are happy, see progress, feel included and believe the association is working for them. In my experience, board members are more likely to accept a nominal increase in assessments when this type of transparency is present.

By working diligently to plant and sow the seeds of change in your association(s), the long-term results of your honest labor will be transparency, open communication, a cohesive community and most likely a better working environment. You might even have time to stop and smell the roses.