One thing I have learned in my lifelong decision science and problem resolution journey is that it is one thing to identify and pontificate about a problem and quite another to:


 Gain collective agreement that the problem exists, and that a solution is warranted and worthy.


 Identify, acquire, and allocate the time, talent and treasure required to solve the problem


 Create the framework and road map to solving the problem


 Implement the solution  Sustain the solution.  Enhance the solution


I have also learned that people change strongly held beliefs and habits when one or both of two things occur:


1. Overwhelming evidence that the current belief or habit is wrong, dysfunctional, unhealthy or can be improved. (Maybe the earth is round. Maybe this smoking thing will kill me. Maybe there is climate change. Maybe I need to learn this technology stuff.)


2. A significant emotional or tipping point event. (Pearl Har- bor. A loved one’s death from lung cancer, record setting weather and fire events)


Tere is no King in HOA land that can decree the desired outcome, command the resources, and implement solutions. Terefore, we are left with the slow dance of starting the con- versation, finding passionate champions, building agreement, proving the concept in test cases and environments, sending consistent persistent messages, and building momentum until the new way has supplanted the old way.


A deep dive into and a recipe to achieve the five CSFs discussed above are also topics for another day. However, here are a few questions you can ask and answer to start the Organizational Health quest with your clients and or your fellow board mem- bers:


1. What does success look like in our community and how will we know we got it (Te End in Mind. Te Critical Success Factors (CSF’s). Te Key Performance Indicators (KPIs).)?


2. What is the yellow brick road path to get there?


3. What is the time, talent and treasure required to follow the path and arrive at the destination and is it worth it? (which is lower cost - legal fees to solve problems or consulting fees to prevent problems)


4. What will it take to sustain Organizational Health given leadership, ownership and service provider turnover and standard of care issues?


Questions that are time consuming, emotionally hard to answer and even tougher to implement. Most have neither the will, the talent, or the way to achieve Orga- nizational Health. Moreover, few will ask and pay for the guidance they need to achieve it. It is hard for Associa- tions to fund “soft skill” training and processes. Yet, it is lowest cost option in the long run. What is functional and emotional satisfaction worth?


All the wisdom and guidance I have for you today…


DONALD HANEY is the Managing Member of the CiD Consortium, LLC a statewide full- service homeowner association management, finance, and HR service provider. He also serves as the CFO of his 55-unit HOA in Ros-


eville, CA and was the former President of a large-scale Commu- nity in Palm Springs, CA. He has been challenging the status quo as an active speaker, commentator, leadership coach, and student of HOA function and dysfunction for over 40 years.


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