Category Archives: Meeting Tips

Best Practices, community associations, Governance, leadership, Meeting Tips

Meeting Tips #5 – Little Things Set a Tone & Help You Get Stuff Done (Part Deux)

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“Excellence is doing ordinary things extraordinarily well.” – John W. Gardner

Nip It in the Bud

One negative person can dominate the tone of a whole room. A proactive approach can be an effective strategy to keep things positive and productive. Arrive early. Before the meeting starts, read body language and other non-verbal cues. Look for members who may have expressed negativity in the past, or those you know have a complaint they want to bring up. It might feel natural to duck and cover, waiting for the meeting to start. To defeat fear of conflict, try approaching the person with a friendly greeting. You might be amazed. Short, personal, respectful and positive interchanges can be a game changer. The person might just tell you what’s on their mind and you will be able to have a productive interchange even before the meeting starts. Taking the initiative in showing respect and civility makes it easier for people, even the unhappy ones, to be at their best and respond in kind. It won’t always work. But if you don’t try it, it definitely won’t work.

Bob’s Got a Point

Some people chafe at the thought of using Robert’s Rules. It might seem overly formal. Some chairpersons seem to use it as a sledgehammer to control people, further giving Ol’ Bob a bad name.

While it makes no sense to employ every detail and nuance included in Robert’s to a small group, there is one process that can make a world of difference. When a board sticks with the basic discipline of making motions, it can save a ton of time and make sure the discussion stays civil and on point. It also emphasizes two key principles that are essential for group decision-making. The will of the majority is done and the minority is heard and has the opportunity to impact the final decision. Too many boards talk their way into a motion and try to get everybody on the same page. I remember one board president, who was a professional grant writer and part-time poet, who wordsmithed every motion on the spot. Approving minutes with an edit could take 20 minutes! Here’s the process that negates talking your way into a motion and the endless and inefficient chatter that goes with it:

  1. Make a specific motion. A board member would like to approve an action.
  2. Second the motion. Another board member agrees the thing is worth considering. If there is no second, there is nothing to talk about. The motion dies. That’s it. Stop talking.
  3. Chair calls for discussion. Only now is discussion initiated, and it is focused on the merits of the motion. Questions are asked and answered. MAYBE a better idea comes up – and if so, the original motion can be amended. If it’s clear the motion seems fatally flawed, it can be withdrawn and replaced by a completely new motion – or not.
  4. Call the question. Once it becomes clear to the chair or other board members that the points have been made, it’s time to vote. If someone objects to calling the question, they should have a brand new point to make.
  5. Vote. A 5-0 vote has the same effect of a 3-2 vote. If board members are respectful and gracious…i.e. good fiduciaries and leaders… the minority will support the decision and set a tone for the community.
  6. Next!

If your meetings are chaotic and directions unclear, give it a try. You might be surprised.

And Finally…

I’ve had a mentor for over 30 years. One of the reasons I’ve stuck with him all these years is “Best Idea Wins” has always been his motto. He stays faithful to the principle, no matter how challenging the people and circumstances have been.

Think about it… a good idea is a good idea. It doesn’t matter who comes up with it. It doesn’t matter how well or poorly the idea might be communicated. Ideas have no ego. Ideas lead to solutions. Committing to Best Idea Wins demonstrates principled leadership, especially when things get complicated and contentious. It creates a space where people can resolve conflicts and be at their best. Try it. You will inspire the same respect that I have for my mentor.

To all the board members and professionals who serve them, I offer this encouragement. Please never forget that when you choose to carry out your responsibilities in an excellent way, you absolutely make a difference in the quality of life of everyone in the communities you serve, sometimes in large ways, sometimes in small ways, whether or not members realize it or not, and whether or not they ever say “thank you.” The only person who can take that truth away from you is you. Please don’t let that happen

So there you have it. Thirty years of meetings boiled down to twenty-six tips over five blogs. Have you found any that work for you that we missed? Let us know!

Best Practices, community associations, Meeting Tips

Meeting Tips #4 – Little Things Set a Tone & Help You Get Stuff Done

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“Great things are not done by impulse, but by a series of small things brought together.” – George Eliot

Excellence does not come about by accident. Nor is it typically the result of heroic leaps and bounds. It is usually the accumulation of incremental actions, the compounded interest earned from habits applied to what might seem to be insignificant details. Exceptionally productive meetings are no different. They don’t happen by accident. And there are several little things that can make a big difference.

Association board members are fiduciaries. The principle applies equally to large associations with multi-million dollar budgets and a 20-home HOA. Board members are taking care of other people’s stuff. That’s serious. It’s important to do good business at meetings.

Room Logistics Make a Difference

It can be a challenge to stay sharp when you are meeting in someone’s living room. This can be a challenge for communities without appropriate meeting space on site, or without easy distance of a local school, library, fire hall, or other suitable locations. The manager of one upscale condominium association told me of a client who had to aggressively recommend that they cease serving wine before meetings in the board president’s unit. The indecipherable minutes helped to make the case for her. I doubt the wine would have been an issue if the meeting wasn’t held in someone’s living room!

Once a suitable space has been identified, room setup helps to set a tone. Tables set in a “V” or “U” configuration help board members to communicate effectively. It also helps attendees to understand that it’s the board’s business meeting, not a community chat. Consider the audience. In the case of one client who holds their meetings in a very pleasant community room, I realized the location of the couches and chairs led to attendees sitting at the back of the room. Some had to turn their heads to see the board. After the first meeting, we re-arranged the furniture to bring the audience closer to the front of the room, which made it easier to follow the meeting. It looked less like a living room and more like a meeting hall, with as much of the seating faced towards the board. They still got to sit in comfy furniture, but left the meeting without cricks in their necks! This, along with adjusting the board’s seating arrangements, helped to completely change the tone of the meetings.

Members Are Important!

While the room configuration helps to establish a businesslike tone, it doesn’t need to be inhospitable for the members who have dedicated their valuable time to get involved in the community – an effort that should not go unappreciated.

One exceptional client from my management days makes a habit of asking if the meeting is the first for any attendees, whether they are new move-ins or not. They are invited to introduce themselves, and the board welcomes them warmly and introduces themselves and the management team in the front of the room. It’s an excellent way to set a tone for the meeting.

Taking the time to explain the Why to members during meetings is a small thing that helps everyone. This is where situational awareness  becomes very useful. If the chair is aware of the audience and can read the room, she may pick up on disconnects and side comments. Other board members should stay engaged as well to assist and support the chair.

If someone doesn’t know why the board doesn’t allow comments from the floor throughout the meeting, find an opportune time to explain why in positive terms. Avoid emphasizing what they can’t do – help them to see how they can provide input and ask questions. Is there a hot topic on the agenda and an unusually large crowd chomping at the bit to participate in the open forum portion of the meeting? Remember some of them may be first time attendees who don’t understand the structure of the meeting. It pays to walk the group through the process up front, highlighting that time limits or other meeting management systems are in place to make sure everyone can be heard. Avoid the natural tendency for defensiveness. Embrace the dialogue. Look for opportunities to educate and communicate shared values.

Goals

All these little things can help create a space where the board can do the business of the association more effectively. It won’t always work. These days, civility and respect seem to be in increasingly short supply. In a world that seems determined to create Us vs. Them paradigms, leaders have a challenge. In reality, there is no Them. There is only Us. It is vitally important for board members to embody and promote these values. The last blog in this series will explore some final tips to help. Stay tuned!

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?

Best Practices, community associations, Governance, Meeting Tips

Meeting Tips #2 – Prepare TO Die? Or is it Prepare OR Die? Same thing!

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Classic line from “The Princess Bride”

The Five Ps

Proper preparation prevents poor performance. Think about meetings of any type you’ve attended where the participants were well prepared. Quality discussion, good decisions, the right balance of thorough and efficient, right?

Board members are fiduciaries. They have been entrusted with taking care of association members’ assets. Their decisions can make a difference in the quality of life for everyone who lives in the community. Meetings are where decisions are made. Good performance is important. Preparation is crucial.

Are You Prepared?

Signs your board may need to focus on meeting preparation:
• “That’s covered in your Board package”
• “I’m not ready to make a decision”
• The sound of a board member ripping open his board package upon sitting down at the table.
• “Did we get that (report, proposal, memo, etc.)?”
• Endless discussion on details, possibly involving eye rolls, facepalms, and other frustrated non-verbal communication
• Pattern of last-minute additions to the meeting agenda
• Asking the same questions that were answered last month

End result: Death by meeting.

Two Sides of Preparation

Like so many other situations in community associations this can be a system issue, a performance issue, or a combination of the two. Be clear on the real problem.

System: Are those responsible for providing information in advance of the board meeting (managers, board members, committees) providing adequate data for the board to make informed decisions? Does the packaging of the information work for the participants (electronic or hard copy, visuals, analysis, the organization of data, etc.)? Does the established schedule for board package delivery give participants sufficient time to thoroughly review it?

Performance: Do participants read the board package? Are the packages delivered on time? Do the packages answer questions or raise them?

Preparation Tips

Board Members: One of the primary duties of board members is to read. If you need more time, make sure the expectation is clear. If the data does not speak to you, share how you’d like it to be presented. If you have questions about a subject, ask about it before the meeting. Make sure committee members and others who contribute to the board package are aware of the schedule for meetings and package delivery.

Managers: Board packages are your opportunity to help the board do its job and to gain respect as a professional. A bunch of proposals and memos attached to an agenda is not how a professional prepares a board package. Never throw data at your client. Review, analyze, frame, and explain. Review information with a critical eye with your client in mind, anticipate the questions they will ask and provide the answers in the package. Present information in a way that speaks to your specific client. Ask if the board needs their packages sooner.

Don’t Be Inigo’s Victim

You didn’t kill his dad. You don’t have to prepare to die.   But you do need to prepare.  Remember the “Five Ps” and escape death by meeting.  Together, managers, committee members, and boards can create and execute a system that helps everyone to efficiently and sufficiently prepare and do great work in the service of their communities.

Best Practices, community associations, Governance, Meeting Tips

Not Your Father’s Agenda – Meeting Tips #1

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The difference between a productive one-hour meeting and a mind-numbing, four-hour marathon can sometimes be the formatting of the agenda.

Roadmaps help you to get to your destination and get there on time. Your meeting agenda can do the same thing. A few years ago, some co-conspirators and I put on a mock board meeting at a CAI local chapter conference to illustrate the wrong way to conduct a meeting. Here was our agenda (click on the image to enlarge):

Clearly, we used a bit of hyperbole to call out plenty of dysfunction on the Gates of Hell board. There are plenty of nuances (and some not too subtle points) to pick apart. There are two features of this agenda to consider that are commonly used in community associations: (1) the order of business and (2) a missing element. Both can make a big difference.

Prioritize the Important Stuff

The Gates of Hell agenda follows a typical order of business. It does a good job of keeping topics organized, but it can have an unintended consequence. The decision items are the most important things the board will do. Those decisions will have the biggest impact on the quality of life in the community and frequently its financial health. Most board meetings are held in the evenings, with decision items often listed at the end. How fresh and mentally sharp are you at 7PM? And if that’s the start of the meeting, by the time you get to new business, you might be toast. If it’s a marathon meeting, you might be making a six-figure contract approval decision at 10 o’clock at night. How clear-headed will your thinking be while making a decision that will impact the whole community?

The solution? Re-order the agenda. Put action items in as early as possible, before all the reports. Make decisions when you are at your sharpest, not when you might be tempted to get a vote over with as fast as possible because you are tired and cranky.

The Missing Element – A Timed Agenda

A timed agenda can also make a world of difference. If each agenda item is timed, it gives the group a target. It gives the chair a tool to help move the meeting along. Other board members can support that chair by referencing where you are as compared to the agenda. Don’t be a dictator and cut off discussion or reports citing the timing on the agenda. It’s most effective as a gentle nudge and reminder. Simple but effective.

There may be a benefit in taking a hard look at your starting time. I’ve had some clients that intentionally scheduled meetings to start before members have the opportunity to get dinner. Another client Intentionally scheduled their meetings early on Seinfeld night because it motivated them to be efficient. Both of these strategies worked but required board members to be disciplined in another area – preparation.