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No Time for Meetings: A Board President Talks "Full-Stomach Syndrome"

Tom Soter in Board Operations on March 11, 2014

New York City

March 11, 2014

Back in the Day 

It wasn't always like this. When I first joined the co-op board, back in the Paleolithic Age, meetings were held at 8 p.m. and invariably went on for hours. We schmoozed, we joked, we did business and before we knew it, it was 11 p.m., and although we didn't seem to have a lot of agenda items, the meetings always took much longer than expected.

I suggested we meet before

dinner because we would all

be hungry and get through

the meetings much more quickly. 

My years of reporting on real estate topics for Habitat gave me an insight into what was happening. It is what I like to call the "Full-Stomach Syndrome." FSS occurs after people have eaten a meal. They feel relaxed and comfortable, laid back and ready to chat. Now, I thought, I could see the effects of FSS on our board. Our collective FSS made us too relaxed to run an efficient meeting. I therefore suggested that we meet before dinner because we would all be hungry and get through the meetings much more quickly. It being after 11 p.m. when we talked about this, everyone was tired and agreed to the idea. Shorter meetings? What a concept!

So for our next gathering, we met at 6:30 p.m. Sure enough, hungry people make for a fast meeting. We whipped through that agenda like an express train to Dinner Town. We passed motions with a minimum of discussion, assigned tasks without debate and were crisply efficient in our talk. Point, counterpoint, game over.

Acronyms and Syndromes

It couldn't last, however. New boards bring new ideas. After five years, I was paroled, and a new president with a different approach was elected. He had never heard of FSS; he was more of an advocate for TANINBA (the "Talk All Night If Need Be Approach"). This, of course, meant meeting after dinner — and he complicated matters by serving dessert at the gatherings (leading, after a while, to "Big Stomach Syndrome").

I eventually returned to the board, and although I urged my fellow directors to change the meeting time, they were reluctant to do so because the managing agent couldn't meet earlier than 8 p.m. But this situation soon changed after we fired our agent for forgetting to pay our taxes (among other lapses). We took over the running of the building (after all, we only have 22 units — how hard can that be?) and, to get up to speed, met once a week at 7 in the morning before work. Yes, 7 a.m.

If you want to find a definition for efficiency, try meeting before work. That's the no-nonsense experience to the max.

Alas, like all good things, this approach burned out before its time. Soon, board members were having babies, jobs were requiring earlier hours and the early morning meetings became impractical. Eventually, meetings at any time became impractical, as the members could rarely find times that worked in common. As one director wrote, with clear exasperation: "The board needs to make a serious effort to meet and discuss our next steps. The fact that this board has such a difficult time meeting is frankly unacceptable."

True. But getting the board to meet? It would be easier to get the four Beatles to reunite.

 

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