Category Archives: Communications

Communications, Management, Time Management

Time Management Tip #3 – Negotiate, Then Prioritize

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THAT Guy

You hear the phone ring and take a look at the Caller ID, or see the email pop up. Oh no…It’s THAT person. You know the one. You have a history with him. He notices every typo and berates you in public for it. He’s not only exacting, but he’s also demanding. You feel like you have to be fast and perfect to make him satisfied. And he never asks an easy question.
As you read the email or listen to the voice mail (having dodged the call), your gut tightens. Your brow furrows. You are pretty sure your blood pressure just went up. You think, “I do not have time for this today. And I’ve got to get this exactly right…. I will be a good time manager and put it on my task list for tomorrow, first thing. That’s responsive enough.”
Great plan. Until life happens. The day blows up, you get into emergency mode, and the day zooms by. And you haven’t responded. Now we are up to day 3. Having heard nothing back, the guy communicates again. Loudly. Copying everyone, their supervisors, and their grandmother. Now you’ve got several people hounding you and a crisis on your hands. So much for being a good time manager.

It didn’t have to be that way.

Seize the Opportunity

It’s natural to make assumptions when you have a history with someone. If a person is demanding, you may assume that they not only want a perfect answer, but they also want it NOW. You are under stress. You do not make the best decisions when under stress.
Having a process in place can help.

For the most part, people want acknowledgment and then a solution, in that order. By time-blocking email and phone message responses a couple of times daily, you can proactively take care of the acknowledgment part.
There’s an opportunity hidden in the acknowledgment. This is your chance to negotiate a solution that benefits everyone.

“Thanks for your email. I want to make sure I get you what you need when you need it. And I would like to take a little time to do some research, if possible. Would it be OK if I got back to you on Thursday? If you need the answer more quickly, just let me know and I’ll see what I can rearrange for you.”

Key points:

  • Fast acknowledgment with a message: “I hear you. I want to take good care of you”
  • A reasonable and respectful request 
  • Both a request and an invitation to negotiate
  • Non-confrontational way to determine the urgency of the request

Under Promise, Over Deliver

There’s an extra bonus built into this approach. In offering a negotiable solution, I am certain I can deliver the answer on Wednesday. If unforeseen circumstance rears its ugly head, my contingency planning makes it more likely I will deliver on time. And if things go well, I’ll be a day early and be a hero!

Our tendency may be to try and please people in the moment. This may lead to assuming a best-case scenario or overpromising. This will increase your stress and might set you up for failure. Stop. Breathe. Think with your head, not your heart.

Sounds Good…But Does It Work?

I started employing this strategy a couple of years ago. The results have been pleasantly surprising. About 8 out of 10 times, I find out the person is happy to wait a couple of days for the answer. In other cases, I am able to confirm this is a priority for the person. I do whatever reprioritization is necessary. Even in those cases, I can usually buy at least a little time.
They frequently appreciate the dedication to quality work. Sometimes I hear, “Thanks for getting back to me so quickly.” And I’ve turned a few critics into raving fans.

Give it a try. Let me know how it goes!

Oh, and my blood pressure is fine, thanks.

Book Reviews, Communications, Magic Beans

Book Review #3 – The Power of a Positive No – How to Say NO and Still Get to YES

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The Backstory

I found this one while browsing in a used book store.  I’m a kid in a candy shop in places like that.  I’d already picked up a biography on Samuel Johnson, and then this one caught my eye.  I remember hearing about the bestseller Getting to Yes by the same author, but I’d never read it.

By then, I’d read and studied The Little Gold Book of Yes! Attitude by Jeffrey Gitomer, and adopted my 11th governing value: “I start with ‘yes’ and finish with ‘yes.’” I’d also learned that saying “no” to things of lesser priority was the only way I could say “yes” to all the things I really wanted to do.  So the book looked interesting and into the basket it went.

The Summary

Ury frames his concept with the illustration of a tree. Your personal Yes is the roots holding the tree firmly in the ground.  Your No is the trunk of the tree that comes from those roots.  From the strength of that tree trunk No, a final Yes of full limbs, branches, leaves, and flowers grow.

He breaks the concept down into three stages considering the first Yes, the No, and the second Yes in each:

Stage One: Prepare

  1. Uncover Your Yes
  2. Empower Your No
  3. Respect Your Way to Yes

Stage Two: Deliver

  • Express Your Yes
  • Assert Your No
  • Propose a Yes

Stage Three: Follow Through

  • Stay True to Your Yes
  • Underscore Your No
  • Negotiate to Yes

The Gold

In a world that is increasingly engulfed in emotional No, this book is right on time.  Ury’s perspective and practical tips on creating a space for mutual respect and setting the context for No as a tool for Yes are brilliant and apply to business and personal life. I will be recommending this book as required reading for those involved in community associations.  The answer to many questions posed in our arena has to be No.  But it should not end there, and the message must be delivered properly if we are to help our clients and communities thrive. 

“There is no doubt that delivering a Positive No requires courage, vision, empathy, fortitude, patience, and persistence.  But it is within reach of everyone every day, and the words are potentially enormous…You don’t have to choose between saying No and getting to Yes.  You can do both. You can say No…positively!”

– William Ury

Intrigued?  Good.

Beans Everywhere!

I’ve shared the Magic Beans blog series in an attempt to help community association volunteer leaders and the professionals who serve them to find ways to communicate effectively with community members and each other.  This book is loaded with magic beans.

Best Practices, Communications, community associations, Customer Service, Professionalism

Nobody Trusts Herb Tarlek – Advice for Professionals Serving Community Associations

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How We Got Here

If you were to read governing documents for community associations written in the days of old (OK…the 70s), you might well get the idea there was a vision that volunteer homeowners would gladly offer themselves up to lead and manage their communities. The assumption seemed to be that communities would be full of willing, qualified and able owners ready to handle all the business of running the not-for-profit organization. Little did anyone envision the legal and technical challenges that would become part of the effort, much less the time that would be required.

Nearly half a century later, reality has set in. Volunteer leaders need professionals to some extent if they are to serve and protect the interests of their members. Regulation, emerging and ever-changing law, technical expertise, and available time are all factors. Yet, it is well known in the business community that serving community associations can be tough. It is a specialty niche, and professionals working in the space understand that. They know that, as compared to working in other forms of real estate such as residential, rental and commercial, it takes more time to get things done, usually at a lower profit margin.

But community members don’t always recognize this. It’s money out of their pockets, so of course, they want to watch their costs. A DIY, price-only, bottom line mentality can significantly influence financial decisions. The true cost isn’t always recognized….until after the lawsuit…or the third time something has to be fixed….or community spirit goes south….or the special assessment hits…Suddenly the cost of quality professional service and advice doesn’t seem so high after all.

It is very easy to chalk this thought pattern up to the prototypical penny-pinching board. But the issue may be deeper. Boards of directors may fail to discern the difference between up-front price and long-term cost, between investment and expense. It may be a lack of vision and the inability to perceive value.

The Issue is TRUST

Typically, there are many missed opportunities to build trust and provide value to association members. Vision, communication, and leadership are the keys to the perception of value. And a key component of recognizing value is trust.

A challenge for professionals serving community associations is your clients might not fully trust you. Consciously or subconsciously, you might be Herb Tarlek to them.

Yes, Herb Tarlek, the occasionally abrasive, egotistical & self-absorbed salesman from the old sitcom WKRP in Cincinnati. He isn’t trusted, not only for his godawful sports jackets but because it is crystal clear he’s in it for himself. His approach is selfish and transactional. Sadly, attorneys and consultants are sometimes perceived in a similar way. Some clients feel your primary goal is creating opportunities for billable hours. The research you do in providing opinions can look like billable busywork to them. When management companies highlight the value of their services it might seem like manipulative self-promotion.

Some community association lawyers and management companies have a knack for building trust and proving value. As a consultant, I am viewed similarly, so I’ve been happy to apply the following concepts I’ve learned from these exceptional community association professionals.

  • Ask More Questions: Lawyers who listen build partnerships. Those who ask questions get buy-in. Socratic training has benefits that transcend depositions and courtrooms.
  • Simplify the Message: Ego will not permit many clients from admitting they do not understand what their lawyers are communicating. Many lawyers don’t help themselves by communicating strictly from their training and perspective, forgetting that communication is supposed to benefit the client. The old W.C. Fields quote works against you: “If you can’t dazzle them with brilliance, baffle them with [BS].” The more words you use, the more likely you’ll be perceived as the self-absorbed, egotistical Herb, trying to sell them a justification for the fees you are charging. Using plain English summaries, FAQ format and other tools can help to make the communication palatable and trustworthy.
  • Use Humor: A little levity at the right time can build rapport and show clients there is a human behind the suit. So long as it’s genuine and you actually HAVE a sense of humor.
  • Give a Little Away: There is great power in the zero invoice. Choosing a moment where you can give a client a break can make a significant impression. An $800 invoice detailing all the time and activity followed by an $800 courtesy discount shows value. It shows the client it’s not all about fees, and that the relationship is appreciated. I’ve also heard clients recount with appreciation conversations with attorneys noting, “He was nice enough to tell me he was turning the clock off during our conversation.”
  • Give a Little Away (Part 2): Some law firms and management companies offer board training as part of their agreement. As soon as one is perceived as a consultant providing value, they are less likely to be perceived as a self-promoting salesman.
THE TAKEAWAYS …

  • Value begets trust, trust creates value.
  • Think relational, not transactional.
  • If you focus on billable hours or self-promotion, you may have an average client for a while. If you focus on giving value, you are more likely to have a great client for a long time.
  • Think and communicate from the client’s perspective. Always.
Best Practices, Communications, community associations, Emotional Intelligence, Governance, leadership, Meeting Tips

Meeting Tips #3 – O Say Can You Hear?

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Community association boards do the bulk of their business at board meetings (or at least, they SHOULD). It can be tough for community members to observe the proceedings and resist the urge to chime in from the audience, especially on hot topics. This happens often with residents who do not understand that community associations are based on the representative democracy model. Yes, the board is ultimately responsible for picking the community center wallpaper…it’s not a community vote…

Wise boards do everything they can to avoid operating in a vacuum. They know they are responsible for making decisions that benefit the membership as a whole. They also learn that group leadership is a messy business. The odds are less than great that everyone will be happy with every decision. Convincing a vocal minority that they have been heard can be tough.

Meetings are an opportunity to build community through listening. Sometimes the format of board meetings can create unintentional landmines in this regard. Here are a few ways to flip the script and make opportunity.

Owner Comment Period

Many state statutes require a period of time be set aside for owners to ask questions and make comments. Even if it might not be required in your location, it’s a terrific provision. There are a few nuances to how a board administrates the comment period that will take full advantage of listening opportunities.

  • Timing: Some communities choose to have a comment period on the agenda before action items to allow for input. Others find that most of the comments and questions are on topics unrelated to the action items and find it more beneficial to put comment periods later in the agenda. I had one client that found it most effective to have two short open forums: the first for input before the board discussed action items, and the second one after, to allow members to bring up items unrelated to action items.

The key is to thoughtfully consider how members can best contribute to the discussion and be heard. Remember – you never know where the next great idea might come from! Be ready to hear it.

  • Following up: A typical refrain from some community association members is that things are discussed at meetings but nothing ever happens. Sometimes the culprit is how the owner comment period is conducted. Some matters are simple management issues that can be addressed on the spot. However, boards are wise not to make decisions on new issues brought up in open forum when they are unprepared. Some boards use the stock phrase, “We will take that under advisement,” but they don’t actually have a system to close the loop. Here are a few tips to help boards listen, which will also give their community members the confidence they actually are:

  1. Take notes while the member is talking to capture the main points.
  2. Ask questions for clarification as needed,
  3. Restate. A great phrase I’ve used is, “So I think I heard…”
  4. Embrace passion. If an owner is upset, they care. There’s energy there. Perhaps there’s an ad hoc committee lurking, just waiting to be formed, that will help the board turn a problem into a solution.
  5. If a matter is worth discussion, add it to new business in the meeting agenda.
  6. Make it clear if a matter is delegated to management, a committee, or a board member.  Who has the ball?
  7. If a matter would require an unbudgeted expense, you can indicate that it might be included in next year’s budget discussion and direct that it be added to the budget file. Just make sure it’s included in the first draft, (a.k.a. “the kitchen sink version” – for more on that concept, CLICK HERE) of the budget, no matter how wacky the idea might seem.
  8. Make sure the manager or another party is responsible for producing a meeting task list. The list should include not only the follow-up items from motions, but also all the little details noted above that would get lost otherwise.

Hint: If owners are using valuable meeting time to bring up day-to-day management issues, it may be a sign your processes are not clear. Asking a member if they have reported the matter to management is an appropriate response. If they have, but believe the response was inadequate, you can let them know you appreciate the report and will help to connect the dots between the owner and management. If they have not, it’s a golden opportunity. Listen to the report, then let them know management will take care of it. Then remind them that in the future, they need not wait for board meetings to make requests. That message reinforces the association’s service procedures and helps all participants understand the best way to be heard in such matters.

Recognition

Don’t forget to thank volunteers and managers for their efforts. Thank members for their comments. Recognize good questions. If a member discussed a problem, show empathy for the member even if they were a part of the problem. Practicing recognition promotes active listening and demonstrates the emotional intelligence that helps members know they have been heard.

Hot Topics

Some disagree with me, but I’ve always recommended that those chairing meetings open the floor for specific comments on particularly contentious issues to allow members to express themselves. This uncommon action of adding impromptu comment periods proves the board is serious about member input. You can still set a time limit to keep things going. You can also request that if someone else had already made a point a member wishes to make, that they make a simple statement of agreement and do not make repetitive points.

Is This the Right Meeting?

Board meetings are designed to conduct business. If the member comment period is taking over the meeting, the community is telling you something. You have bigger issues to address. When board meetings become free-for-alls, it has become a de facto “town hall” meeting. It also may be telling you the community is deep in the weeds and needs to take a step back and do some serious planning. Board meetings are great for doing the basic business of the community. But they are lousy for town hall meetings and for strategic planning.

Town hall meetings are great for either collecting or disseminating information. No business is done, just communication. It amazes me that most community associations never have a yearly planning session soon after annual meetings to discuss the goals for the upcoming board year. If the community needs to hire an outside facilitator to help plan and conduct town hall or strategic planning meetings, it can be well worth the investment.

Carpe Momentum

Meetings are opportunities to lead, to connect, and to build community. Listening is at the heart of all three. Why not seize the moment?

Communications, Magic Beans

Magic Beans #4 – Set The Table

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A long time ago, my wife and I decided to do a Fall weekend getaway at a lovely bed and breakfast in Scottsville, Virginia.  That part of the country is gorgeous when the leaves turn.  We even sprang for a “vintner’s dinner,” something WAY outside my experience at the time.

The Best Meal Ever

The weekend was wonderful.  The B&B was delightful, and WOW was the dinner awesome!  We sat in rapt attention as Luca, the winemaker and general manager of nearby Barboursville Vineyards explained how each wine was produced.  He helped us to appreciate the nuances in the flavor of each one and why the pairing worked so well with each carefully selected, delicious course.  The order and timing of the offerings were perfect.  By the time the food or wine touched our tongues, we were eager to enjoy it.  Three or four hours into the meal, Aprell and I realized that the couple we had become immersed in conversation with were the only other guests left in the dining room.  We were certain we’d never had a better meal.

Looking back, there is no doubt in my mind that the food was exquisitely prepared and was truly delectable.  It wasn’t until years later that I learned to appreciate that there is so much more to taste than the food itself.  Restaurateurs know that if patrons enjoy the whole experience, the food tastes better.  The total experience primes the palate, and the food becomes exquisitely memorable.

What’s This Got to do With Magic Beans?

Communication, like food, is more than the mechanics of the activity.  Yet, in today’s hectic and stressful business environment, it is frequently rushed, poorly prepared, and shoddily served. As a result, opportunities for meaningful connection and memorable messages are lost.  Have you ever sent a message to prepare residents for an upcoming event, and the day of the event you get angry calls because they were never told?  Have you ever gotten questions in response to your communication that you thought you had already addressed?  Or have you fallen into the trap of your own self-fulfilling prophecy thinking, “They’ll never read anything I write, so there’s no use in putting a lot of time into this?”  Maybe it’s not what you are trying to communicate.  Maybe it’s time to think about how to prepare your audience so they can receive your message.  Better yet…create a space where they WANT to receive your message.

Consider The Whole Experience & Serve Up A Tasty Message

When delivering a message, whether verbally or in written form, think like a restaurateur.  How would she present her work to her patrons?  Are there some lessons you can curate from excellent dining experiences to help make your message nice and tasty?

  • What is their level of experience with the subject matter you are trying to convey? Would a little background or explanation make the message more palatable? Break it down and be patient.  What the heck is foie gras, anyway? Will a picture help?  Can the server describe it in a way they can imagine what it might taste like?
  • How can you frame the experience to build anticipation? Can you help your audience see they should care about your message IN THE FIRST 5 WORDS? Why is this beneficial to THEM?  Do your words convey positivity and empathy? “Ohhh, I love the ambiance of this place! It’s so comfortable and everyone is so welcoming. I can smell the bread!  This is gonna be great!”
  • How would your specific audience like to receive what you are communicating? Is this message most effective as a formal letter, email, newsletter blurb, phone call, or face-to-face conversation? ”Would you like your appetizers first, or together with your main course?” “Would you prefer your dressing in the salad or on the side?”
  • Are you sure they understand the message? Confirm understandings as soon as possible. “Alright, so that’s a New York Strip medium rare, reddish pink in the middle, with mashed potatoes and green beans?”
  • In which order should you present the elements of the message? How will you organize it in a way to enhance their comprehension/understanding and keep their attention? Preparation is huge.  Organize your thoughts.  Present the main points.  Make it easy to see the overall picture, then get into the details. Never underestimate the value of a professional presentation.  You hold the menu in your hands…you notice the feel of it in your hands, the attractive font and formatting.  As the waiter walks you through the offerings, you can almost taste how the light appetizer will prime your palate for the main course.  You are so ready for your meal and a new experience!  Later, the light dessert wine is the perfect complement to the dense pasta. You leave the restaurant full and happy.  And you have a new favorite dish!
  • How can you prepare each thought to prime the mind so that they can “taste” it? Using connectors or transitions between main points create flow and connect ideas.  If there are many individual pieces of data, bullets points make them easier to digest.  The fruit slices in between each course give you just enough time to savor the previous course and anticipate the next one. And it gave you time for pleasant conversation.  It subtly made everything come together.
  • How can slight details in the delivery of your message reach the heart so that the important points are memorable? “The waiter was so friendly, calling us by our names.  And she seemed to anticipate our needs, but she didn’t hover too much. She helped make this such a great time.  She’s getting a big tip!”

Communication is an opportunity to create an experience bigger than the sum of its parts.  When it really counts, when you really need to be understood, or when your message can have a lasting impact on your audience, take a little time to think about the whole experience before diving in.  Then execute like Luca.  It will make all the difference.

Communications, community associations, condo associations, Cooperatives, Customer Service, Emotional Intelligence, HOAs, Magic Beans

So You Think You Are a Good Listener and Other Delusions

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In his outstanding book The Excellence Dividend, Tom Peters states that listening is, among other things, “the heart and soul of engagement and thoughtfulness,” “the basis for collaboration and partnership and community,” “the linchpin of memorable service” and “the bedrock that underpins a commitment to EXCELLENCE.”

We know listening is important. Yet, studies show that we are not as good at it as we think we are. Fortunately, it is a learnable skill. It is an area in which we can always improve. There are lots of resources available to help us focus on the art of “active listening.” Strategies include:

  • Pay Attention: Use your eyes along with your ears. Look at someone intently enough long enough to determine eye color. What do their body language and facial expressions tell you? What are they NOT saying?
  • Acknowledge: People with problems typically want two things in this order: (1) To be heard (2) To get a solution. Until someone is confident you hear them, you have zero basis for dialogue. Give them all the cues you can to show you are engaged. Open your stance, nod, smile. Use verbal cues like my favorite, “Oh wow!” Let ‘em talk. Empathize.
  • Clarify: Ask questions. Then ask more questions. Get the whole picture. Repeat statements back and summarize. I am partial to the phrase “I think what I heard was…” This gives the other person permission to correct you if your understanding requires adjustment.
  • Ignore Your Biases: We are all biased. We all make assumptions. We all listen through the filters of our experience. You might think you are completely objective, but you’re not. Nobody is. Recognize your biases and assumptions and do your best to get past them.
  • Suspend Judgment: It’s easy to impute motives, especially if you have a history with someone. But even if you are correct, there is no value in thinking about them. Acknowledging others’ emotions does not mean judging the validity or even the appropriateness of those emotions. Do your best to focus on facts.
  • Take Notes: Careful note taking keeps you tuned in. It dignifies the other person. It’s a great tool for the open forum part of Board meetings.

Why Are We Lousy Listeners?

You might think you are a good listener. More than likely you are deluded. Even if you ARE right, you’ll still need to work on it. There are many obstacles to being a good listener. Be aware of them and work to overcome them.

  • Did I mention we are all biased and make assumptions? Imperfect humans are subjective by nature.
  • We focus on us, not the other person. Instead of fully listening, we are formulating our brilliant response, thinking about how wrong or annoying the other person is, or feeling rushed or stressed.
  • We may be “18 second interrupters”.  Peters cites research that indicates an average doctor will interrupt the patient presenting her symptoms after 18 seconds. The habit is not unique to doctors. Yikes.
  • Distractions…Oooo look – a squirrel!
  • Electronics: A disproportionate number of the problems people have asked me to fix in recent years originated with electronic communication issues. Some conversations need to be offline. Listening with only your eyes has its limitations. If a conversation starts to go sideways, pick up the phone. Or better, go face to face. If you’ve grown up communicating mostly through an electronic device, you’ll need to learn to use the full range of human abilities to be a good listener.
  • The big one… missing the bigger picture. Employing active listening strategies does not guarantee success.

It’s More Than Listening

Listening is part of something bigger. You can employ all the active listening strategies and still be ineffective. Your IQ can help you to learn the techniques, but your EQ, or emotional intelligence, will be the key to being a good listener and effective communicator.

If you are not genuinely interested in other people, in solving problems, and in making a difference, you are likely not listening well and people can smell it. It really does start with you. And people don’t always make it easy! I’ve often thought that a key to success is the ability to be respectful of others when their attitudes, words or actions are not what we would classify as respectable. Just remember, being empathetic with others doesn’t mean you have to agree with them. It does mean you have to listen hard enough to imagine what it might be like to be in their shoes. That can require a very high level of emotional intelligence.

Final Words

“The best way to persuade someone is with your ears, by listening to them.” – Dean Rusk

More gems from The Excellence Dividend – some of the “Good Listener Rules.”  (Buy the book. Seriously.):
• A good listener does not EVER take a call, even from her or his boss.
• A good listener takes EXTENSIVE notes.
• A good listener CALLS (better than e-mails d%#n it) a couple of hours later to thank the other for his or her time.
• A good listener the next day with a couple of follow-up queries.
• A good listener does NOT pontificate!

“Never miss a good chance to shut up.” – Will Rogers

change management, Communications, condo associations, Cooperatives, HOAs, leadership, Management

We Are All Geniuses…or Insane. Your Call!

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I’ve heard this quote, widely attributed to Albert Einstein, for a long time. As it turns out, he may or may not have ever said it. Thing is, it resonates so well that it’s easy to attach genius to the observation. So why not Einstein?

We silly humans tend to choose familiarity over change, even if it makes us miserable. I’ve noticed it in my world of community association boards and managers. Instead of taking an honest look at our results and trying to figure out how we got there, we’ll practice what Canadian brand transformation specialist Alan Quarry calls “glue diligence.” We do it because we’ve always done it that way, and dang it, we’ll never change!

…And then we blame everybody and everything else for our frustrations and failures…

One of the most important changes we can make is to see ourselves differently. For the longest time, the thought of being a salesperson made me cringe, just a little bit. But a few years ago, I realized sales and marketing were weak areas in my business skillset. It was time to hit the books. Funny thing is, a few of the writers I learned from in my study of leadership through the years started off as sales guys.

THE ART OF LEADERSHIP AND SALES

I didn’t fully connect the dots until I read Daniel Pink’s brilliant book To Sell is Human. It finally hit me. I gave myself permission to see myself and my role a little differently. The art of leadership is the process of helping people move from one place to another. Outstanding leaders share a vision so compellingly, people buy in because they see the benefit. Yes…BUY IN. Therefore, leaders sell and it’s a good thing.

Sales done right has never been ugly. Great salespeople believe they have something of value to sell, provide service and value first, and create a space where people can see themselves taking advantage of the value proposition. They are not selfishly manipulative. They are connecting dots. In essence, they don’t sell anything but an idea, creating a space for others to buy. They understand the wisdom of Jeffery Gitomer’s words, “Nobody likes to be sold, but everybody likes to buy.”

THE SUPERPOWER

The process of sales is the process of leadership. If we are to lead, we must sell. And to be truly effective, we need the superpower all great leaders and salespeople have – the ability to be an agent of change. This is leadership at its highest level – the ability to lead change, sensing when and how to initiate, support or facilitate it so that the stakeholders in an organization make it their own.

And yet, how many board members and community managers see themselves as leaders, salespeople and change agents?

WHAT WE HAVE HERE IS….A FAILURE TO COMMUNICATE

So many times it comes down to communications skills. We all have a tendency to communicate from our standpoint. Managers are trained to be technically proficient. Board members may be trained in governance. Unfortunately, as a result both are frequently ineffective. They are “doing their jobs” while missing the point. It has led to community association members disconnecting from their communities. Quoting from memory a comment from the Wall Street Journal, “People tend to have the same emotional connection to their HOAs as they do the Internal Revenue Service.” Ouch. It doesn’t have to be that way.

Think about how the message is received and you might realize you are coming off like Moses descending the mountain with stone tablets from God. Our message may be important, but it’s not THAT important. Worse, we may be accidently sending the message that people exist for the governing documents, when the truth is that those documents exist for the people. Or you may be coming off like a mean nun with a ruler, ready to whack all those disobedient children.

It doesn’t matter what you say. It only matters what is heard. And while you can never control what’s heard, you really need to think about the message and work your brains out to communicate from the receiver’s perspective, not your own. That’s what great leaders, salespeople, and change agents do. Make it real. Show the value. Explain the Why. And be patient. Because until you do these things, you’re just part of the increasing noise in your members’ lives.

INSANITY OR GENIUS?

If you are not connecting with your community or your client, if you are frustrated, it may be time to stop the insanity. Make a change. Start with how you see your role. Be leaders. Be sales people. Be change agents. Communicate like the best leaders and salespeople with the change agent superpowers.

Change the message and the delivery so it actually reaches your audience. It’s about them, not you. Make it real. Show value. Be a genius!

Thanks to Ed Loonam, PCAM, of Property Management Associates in Virginia Beach, Virginia, who gave me the inspiration to turn my SEVA-CAI CA Day sparks talk into a blog post!

business life, Communications, Magic Beans, Management

Magic Beans #3 – Right Question, Right Time

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This installment of the Magic Beans comes right from the front lines.

Last week, an on-site manager emailed a message with the subject line “Escrow Question:”

“I received a call today from a mortgage company trying to close a loan for next week and the budget sent them was years old. Can we discuss making sure those documents issued through HomeWise are current?”

Three emails later, the person responsible for coordinating documents with HomeWise (the third party provider of resale disclosures and lender questionnaires) made a very smart statement:

“I would like to know the confirmation number for the order. The budget that is attached is what was uploaded to HomeWise…and has been included with 2018 resale packages.”

She was pretty well freaked out, concerned how an old budget could have been provided to a lender.

Two or three emails later, everything became clear. In the course of obtaining the order number, the lender took another look at the documents.  He realized he misunderstood what he was reviewing. He confirmed all was well, and apologized for the confusion.  The on-site manager in turn, apologized to the two people involved on the management company’s end. He said he erred by “trusting that the mortgage lender knew what he was talking about.”  Everything got done and the loan will close.  But it took several emails and an hour or so of combined work time from all the persons who became involved.

Breaking it Down

  • For whatever reason (perhaps moving too quickly, having a bad day, inexperience…it could have been any number of reasons) the lender misinterpreted the documentation and reported an inaccurate condition.
  • The on-site manager assumed that the documents were incorrect . He punted to other parties without fully investigating what was actually going on.
  • It took a couple of emails to clarify what was actually going on. The email subject line muddied the waters (it wasn’t really an “escrow” question).

Lessons Learned

  • Things happen. People get confused.
  • Making assumptions compounds error.
  • Delegating or directing action before determining the actual problem wastes time.
  • Precise and accurate communication saves time.
  • The quicker someone takes full ownership of a problem and thinks it through, the quicker that problem gets solved.

The Magic Beans

This situation illustrates a very common occurrence. Most of us are moving very fast these days.   Sometimes we make assumptions, react without thinking a process all the way through. We kick the can to someone else, thinking we’ve taken the appropriate action. Unfortunately, this can trigger a burst of wasted time and effort.

What would have happened had the on site manager sought to identify the actual issue? What if he would have asked the lender a question using these Magic Beans?:

“Could you please do me a favor and send over what you are looking at so I can see what you are seeing?”

A review of the document would have revealed the solution in a couple of minutes. 2 people would have solved the problem. No one would have gotten anxious about a problem that didn’t even exist. Even if it turned out there was an error with the documents, everyone would have been in a better position to get to the solution more quickly.

Why do these Magic Beans work? Because, like all the Beans, the words tap into deeper issues:

  • It is a data-based inquiry. There is no ego, no accusation of error, no blame casting or blame shifting.
  • It is a solution-based inquiry. It creates a partnership focused on getting something done.
  • It creates a space to get at the nut of the issue – fast.

Think back about similar situations you may have been involved in. Could asking this question up front have saved you and your team time and energy?

In the heat of battle it is very easy to miss opportunities for efficient solutions.  Sometimes the right question at the right time can save time and effort. Making sure everyone is clear and on the same page is always a time investment.