#3
Despite the power board members may hold, they are volunteers and need encouragement and support.
This point is to the portfolio and onsite managers! Hopefully you receive a fair salary for the work you do, but don’t ever forget, board members volunteer because they want to help their community. To that end, when there is “heavy lifting” to do (in terms of board business), make sure you are part of that equation, actively supporting your volunteers. Also, take time to recognize board member contributions and celebrate their success.
Take time to recognize board member contributions and celebrate their success.
#4
Never assume you know how the board collectively will act. Be prepared, not surprised!
It doesn’t matter if the outcome of a decision seems simple or complex, or will be expensive or easy to implement, don’t ever underestimate the human dynamic. Provide background material, be prepared with pros and cons, perspective and input, but let the chips fall where they may—and they may fall in places you just couldn’t imagine!
The onsite and portfolio manager’s role is to inform, educate, encourage, and maybe influence—a bit!
The onsite and portfolio manager’s role is to inform, educate, encourage, and maybe influence, (a bit!), but ultimately your job is to carry out the will of the board. Your board is successful when you are prepared to support them appropriately and carry out a solid decision. If you have done your job, even if you disagree with the outcome, the board will be making decisions from a place of knowledge.
#5
Make an agenda, stick to it, ending meetings as planned.
You owe it to the board volunteers to respectfully manage meetings and ultimately, their time. Be prepared with solutions on how to continue a debate if a topic needs additional consideration, but cap the discussion when the time you’ve allotted has expired.
You owe it to the board volunteers to respectfully manage meetings and ultimately, their time.
#6
Give board members a safe place to disagree by appropriately scheduling topics in executive session.
Even the most cohesive and like-minded board members need to work through differences of opinion. Most of the time the best place to do so is in the executive session. The final group decision, be it unanimous or divided, can be shared during a future public meeting session. Your board will be successful in the community’s eyes if the hard work of coming to a tough decision is done privately, in a safe place where they can hash out concerns. Transparency is important, but the road to what is offered in full transparency can be rough. Concessions, compromise and changes of heart are easier to come by if the initial conversations are private.
Most of the time the best place to have initial discussions is the executive session.
#7
Education is important and key to creating a high-functioning board.
CAI is an excellent resource for board member training. There are both online and in-person opportunities for education. The board leadership development workshops are a great start for new board members. CAI membership is well worth the annual cost. In addition to providing member discounts to CAI events, courses, CAI press materials, and other resources, the CAI website provides an online research library, blog, and numerous ways to keep up to date with all relevant community association news.
The saying is true, we are better together. Turning individuals into a cooperative team will reap many benefits.
Exploring the suggestions mentioned above may help you and your board reach new levels of success. The saying is true, we are better together. Taking a group of individuals and transforming them into a high-functioning team will reap many benefits.
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