How Co-op / Condo Board Presidents Can Reinvigorate a Bored Board
August 6, 2010 — There comes a time in every leader's tenure when he or she becomes tired of spearheading every initiative and dragging and cajoling the other co-op or condo board members to help.
At that point, such leaders start looking to take their board to another level, to create more energy, creativity or simply more balance in their and their board's lives. When you find yourself in this situation, you must become a leader working "on" the business of managing a board instead of "in" it. Let me explain….
The first rule of a great board leader is that the team can never be completely dependent upon any one individual. One of the most common mistakes of many condo and co-op boards is that the president of the board fails to let go of certain activities and therefore stunts the growth of the team.
The next important point to remember is that as a leader, part of your job is to build a team of decision-makers. You can only do this by observing, directing and training them to be interdependent with each other.
There are three stages of dependency your board has to work through:
Dependent: Unable to make decisions or sustain a high level of accomplishment without prodding or constant oversight. It takes at least one additional competent individual to monitor this person. Using fuzzy math this equation would look like 1+1=1.
Independent: Able to successfully perform complete projects required by the board in their entirety without oversight. Independent board members will often take over the entire task even if it was handed to a subcommittee of four people. Independents like to think of themselves as the highest order of individual. They don't require someone to watch over them, but they don't add people to the process either. A really good independent might be able to perform the work of three people, so fuzzy math here might 1=3. That might sound good, but it's inherently out of balance. And when things are out of balance, sooner or later they fall — and who know what they'll bring down with them.
Interdependent: Such individuals can complete projects on their own but seek out ideas and input from others. They have good communication skills and are empathetic, as opposed to sympathetic.
When a project is given to an interdependent person, they pull others into the project, creating synergy and energy. Because their very nature is to look at each issue as it affects all members, the fuzzy math might look like 1+4=30, with 1 being the interdependent person, 4 being the input and ideas brought in by other people and 30 being the number of residents who are on board because the group nailed the mission and tapped into the energy of the association.
When a project is given to an
interdependent person, they pull
others into the project,
creating synergy and energy.
As a leader, you are responsible for the focus of your board and the needs of all residents. The clearer your vision as leader, the more people will follow. When building your team, you must, as the chief, lead by example.
Each board must have a Visionary and a Manager. A single person should not fill both roles. In many cases, however, one person tries. This is the classic workaholic —the type of person who puts in 60 or 70 hours a week and has no balance in his or her life. You must let go of this attitude if you wish to achieve success in building a strong team and build consensus and support.
How? By surrounding yourself with people whom you can trust and whom you know will get the job done. You must engage yourself with people who will follow your lead.
You are the quarterback of your team, and as such, you must have people around you (like Michael Oher in The Blind Side) who will protect you and block for you. Make sure that your association's environment is enjoyable and satisfying. If this is not a satisfying, gratifying and enjoyable place, how can you expect your board to flourish?
With this in mind, make sure you avoid the temptation of micromanaging. While delegating is a critical part of your role as either Manager or Visionary, keeping too close an eye on your board makes them feel untrusted and hesitant. Let them know you expect them to make some mistakes, but that you trust them to excel at their work without you hounding them or watching their every move.
You'll be grateful for a board member who isn't afraid to use his or her own initiative, and get some balance back in life while accomplishing more than ever before.
Steve Hoogenakker is owner and chief financial officer of Concierge Landscape Environments, and a former president of ATM Financial. This was adapted from his article at Minnesota Community Living , the newsletter of the Minnesota Chapter of the Community Associations Institute .
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