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DIFFICULT BOARDS... from page 34.

tasks; taking homeowner calls, performing site inspections, writing non-compliance letters, board packet preparation, gathering requests for proposals (RFPs) and bids, creating spreadsheets, communicating with vendors and service providers. The list is limitless. However, those tasks are achievable by setting realistic expectations. If the board has unrealistic expectations, management will certainly fall short despite their best efforts. This is when open and honest deadlines and priorities must be set. For example, if the board is looking to do a large capital project, the board and management should sit down and work out a plan, including a timetable from when the points of the process are to be met to when the bids are to be returned

will take over the whole conversation, while others will be non-participating or will not even show up. Imagine a board with one of each of those personalities! There are ways to work with the different personalities, starting with getting to know each board member and what his or her goals are for the community. Many times, the board members are in unchartered territory, and while their questions may come off as being difficult or accusatory, it may be because further education and clarification is need- ed. Avoidance is not going to get the job done. If you do not know the answer yourself, let your board know that you will find out! Use your professionals, use other managers within your company, do the necessary research, and bring quality to the table. And most importantly, communicate with your board members as to what you are doing to address their question and get them the most comprehen- sive answer. As managers, we are all responsible for a multitude of

“Difficulties also arise when boards are at odds, refuse to ‘agree to disagree,’ create separation or alliances with other board members...”

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