Condo Media - January 2013 - 47

by Julie Adamen

Yeah,But...
ou hear it all the time, from your spouse, children, friends, co-workers and sometimes from your boss. The most annoying time is when you hear it from your boards. Why? Because we are fixers! “Yeah, but ... If we fund reserves we'll have to raise assessments.” “Yeah, but ... If we enforce the collection policy it will be mean spirited.” “Yeah, but ... If we paint the unit a different color, it may be updated but the older residents won't like it.” Every manager has had the experience. You bring forth an issue that needs to be addressed by the board and then you get the “Yeah, but ...”s (“yabuts”), meaning they acknowledge the issue; however, it's likely not going to be addressed any time soon. Note I said “likely not.” Being fixers, though, we get sucked in because of the affirmative “Yeah,” and our ignoring of the “but ...”, which then proceeds to cause us to spin our wheels needlessly, involved in a project that has no hope of accomplishment. How do you determine whether or not you should spend time pressing forward with the issue (one you assume you can help/fix it), or move on to other pressing issues that can be resolved in a timely manner? First, you need to determine why your board is giving you the “yabuts.” Then you can appropriately and intelligently triage issues for your time.

When Board Members Won’t Acknowledge Alternatives
gate a problem and yet they simply will not acknowledge the viability of those solutions (you know it when you hear the “yabuts” followed by mumbled words and/or incoherent reasoning). Essentially the board is abstaining from decision-making. Denying that there is a viable solution to a particular problem keeps the board “safe” from reality, but not responsibility or from liability. Making decisions means taking responsibility, managing risk and hopefully mitigating liability. Can you fix it? Maybe. However, your real fix is to help the board grow. Encourage your board to attend industry functions where there are other board members. Once they know they aren't alone, and that their issues have been faced by others who lived to tell the tale, they may be more inclined to make decisions. They don’t want change. I find that most people are uncomfortable with change and board members are no different. “Yabut” keeps things just as they are. Acknowledging there is a solution, or a different course of action to be taken, involves doing things differently from the current entrenched methods. Not everyone can deal with it. Can you fix it? No. Keep your head down and do what you can. The board (member) is being realistic. They know any change or fix of the problem would never make it out of committee, or past the entire board. Or, they know whatever change or fix would upset the populace so much that action simply isn't feasible. This is crucial for you, the manager, to understand because the

tough decisions that will affect their neighbors, it is untenable to them. Can you fix this? Sometimes. But in reality board members need to grow in their position and that may take time or never happen, even with your help. Let this pass and revisit in the future. Increased workload. Any change that is going to cause a disruption in the normal daily discourse of the community association will by its nature increase the workload of the BOD. Phone calls, emails, being stopped at the mailbox or the elevator by owners wanting to bend their ear all take time. New board members are usually in shock over the amount of time it takes to be a board member anyway, let alone when something controversial comes down the pike. Can you fix this? No. They must accept the workload, and that may, or may not, come. Not enough information on which to base a decision. Perhaps the issue came up at a board meeting a little early in the process. Or, perhaps the manager was traveling at Mach 10 and the board at 55 mph, and the manager expected the board to make a decision based simply on their recommendation without back-up documentation. This is where you come in, managers. Information is your strong suit. Can you fix it? Yes. Better information planning and delivery is the key. Ensure your boards are informed with appropriate and timely information. They are in denial that there is a viable solution. You've brought the board three different solutions to miti-

Why the “Yabuts?”
Political paralysis. For those who have little experience in the public arena, just having a position on the board can be uncomfortable. A more difficult step is requiring this member to make any

CONDO MEDIA • JANUARY 2013

Condo Media - January 2013

Table of Contents for the Digital Edition of Condo Media - January 2013