Laws, community association governing documents and policies are designed to help boards of directors identify their roles and responsibilities. They provide a framework of expectation for community members. And they can be immensely useful in dealing with inappropriate and ill-advised actions. But they are not enough.

Ironically, these documents by their nature can actually make it more difficult to motivate some to do the right thing. They outline behaviors – “what” and “how,” sometimes in excruciating detail. A fundamental challenge is that the documents themselves rarely address the underlying principles as to why they exist in an effective way – the “Why.”

It is human nature to bristle at being told what to do, especially when we don’t see the purpose. So, while it may be technically proficient to cite the law, governing documents, policies, and case law in addressing issues, the most effective boards, managers, and lawyers raise the bar. They help their clients and members appreciate the Why. This provides context and can make requirements easier to swallow. When common benefit is accentuated, it may even be motivational.

Those of us who serve community associations must recognize that when we provide direction and recommendation, even when fully supported by documentation, the communication may be received on an emotional level as an ego-based message. If so, this is likely to result in an ego-based reaction. The key is to raise the level of communication from ego to principle. The message is far more palatable and effective when it is properly placed in the context of values. Rules don’t reach hearts, but principles can. Even though we have to work in the trees of technicality and details, we need to help our clients and community members see the forest if we are to serve them at the highest level.