Managers need to maintain our professionalism regardless of what may happen with board members or homeowners.
If you want to make sure there is never a desire for your community to change management companies, it is imperative to determine what pitfalls to avoid. We absolutely need to avoid complacency, unresponsiveness, dereliction of duty, or a lack of respect for the community, its board, homeowners and residents. More importantly, when we recognize such issues and put a check on such behaviors, we help avoid the community’s desire to change managing agents. As mentioned earlier, many of my associations have board members who have served for the entire length of time that I have been their manager. Longevity coupled with security, integrity, and honesty are the keys to long- term success and beyond.
So the question will always be: Do we change management companies because somebody told us it’s a good idea to do every few years, or do we maintain the relationship to build high standards in our communities? Longevity breeds success, success breeds longevity. Know that change for the sake of change really isn’t change at all. I choose longevity and success.
In the long run I do this because I want to leave the industry in better shape than I found it. Continuing education, volunteerism and mentorship are the reasons, if properly addressed, change of association management would never be necessary. At the end of the day, with proper planning, we always prevent poor performance; integrity and respect for all fosters our commitment to service. Community association management is a fulfilling career that allows managers, boards and communities to thrive if given the chance.
Now, consider the pragmatic and impersonal reasons to keep your management company.
The Importance of Stability
Like the dissolution of a marriage, management changes within associations can be a complex and risky endeavor. While it is sometimes necessary to make adjustments, frequent changes in leadership can have negative consequences on an association’s success. If a marriage is on shaky ground, you might seek marriage counseling. Before a community association divorces its manager or management company, pause and consider all the implications. Next are several key reasons why associations should avoid unnecessary changes in management:
• Stability and Continuity
One of the primary functions of a management team is to provide stability. Frequent leadership changes can disrupt this stability, causing confusion among homeowners, residents and staff. A consistent management team is essential for ensuring that long-term strategies are implemented effectively and that community goals are pursued in a steady, coherent manner.
• Loss of Institutional Knowledge
Management teams accumulate a significant amount of community knowledge over time, including insights into the association’s culture, operations, and member needs. Frequent changes in leadership may lead to the loss of this valuable institutional knowledge. New leaders often need time to learn the inner workings of the community association and may inadvertently overlook important historical context or ongoing initiatives.
• Member Trust and Confidence
Associations rely heavily on trust and engagement from their homeowner members. If management changes frequently, it can create a sense of uncertainty among association members. They may wonder about the direction of the community or worry about the effectiveness of the new leadership. This can erode trust and diminish homeowner engagement, which is crucial for the association’s success.
• Disruption to Long-Term Goals
Community associations typically set long-term goals that require years of strategic planning and consistency in leadership to achieve. Frequent management changes can derail these efforts, as new personnel may have different priorities, ideas, or approaches. This disruption can hinder progress and result in wasted resources or stalled initiatives.
• Cost of Transition
Changing management involves more than just finding a new management company or manager. There are costs associated with the management search, interviews, comparing proposals, recruitment and hiring of new personnel, onboarding and training, as well as potential disruptions to the daily operations of the association during the transition and beyond. These costs can be substantial and may divert resources away from the association’s goals and budgetary considerations.
• Employee Morale and Retention
Staff members who experience constant changes in leadership may feel uncertain about their roles within the association. They may struggle to adapt to new management styles or priorities, which can lead to low morale and higher turnover. This can further exacerbate the challenges of maintaining a strong, cohesive team to serve the community’s needs.
www.cai-illinois.org • 847.301.7505 | 17
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