In The News

Colorado bills limit HOA’s power to foreclose
Colorado legislators are considering two bills that would require HOAs to offer a payment plan for delinquent homeowners before pursuing foreclosure and expect community managers to be professionally credentialed. “It’s important to remember that HOAs are nonprofit organizations,” says Westwind Property Association Business Manager Jessica Hanson. “We’re not out there to make money off the hard times of others. Any way we can work with people to get them caught up on their dues is good for the whole community.” Community Media of Colorado/Centennial Citizen (Colorado)

Fighting rental properties

The Southeast University Neighborhood Association has been fighting back against an invasion for decades. “We’re not squeamish about living with students,” says Michael Stanton, head of the homeowners association, known as SEUNA. “The thing is that, if the current trend continues, there won’t be any families. In a matter of years, they’ll all be replaced by rentals.” But SEUNA’s fight is not so much against students, but the landlords that buy homes, divide them up, and rent them to students. Stanton argues that’s lowering property values and the quality of life in the neighborhood.  Innovation Trail (New York)

Arbitrator: HOA boards bear specific legal responsibilities
When a homeowners association isn’t meeting its duties to repair issues and maintain common property areas, it’s best for homeowners to attend board meetings en masse instead of contacting the association’s management company, arbitrator Donie Vanitzian writes. “Owners should put the board on notice that failure to make repairs is a potential liability to the association,” Vanitzian writes. “If no visible progress occurs, individual owners or any group of owners may choose to enforce the board’s obligations to repair by filing a lawsuit against the association and its directors.” Los Angeles Times (tiered subscription model)

Homeowner’s association seeks private well

A local homeowner’s association wants to drill a private well, transgress the public right of way and bore under public streets to provide irrigation and water for a private swimming pool. The Cascade Addition Homeowner’s Association wants to install five underground street crossings in the public right of way. HOA President Vince DiCastro said in addition to saving the HOA about $13,000 annually, the private well would allow the HOA to take its swimming pool and irrigation system off of city water, freeing up millions of gallons for other uses. The Norman Transcript (Oklahoma)

Will You Leave Your Comfort Zone?

By Suzanne Lucas

Many new business owners rely on past experience to make decisions. How to break that pattern.

I live in Basel, Switzerland, which might have the best public transportation system in the world. It is clean, fast, on time, and can get you where you want to be. In fact, it’s so fabulous that I’ve lived here for four years and still don’t own a car.

So, I was somewhat amused to look out the window of my tram this morning and see at least 100 people, in business attire, with small suitcases, waiting for taxis. (There’s a huge jewelry convention in town.) The woman next to me on the tram noticed too, and we laughed. Those people will be standing there at least an hour waiting for a taxi to get them to their hotels. In the meantime, they’ll get cranky and hot (most were wearing black and it’s in the mid 70s today), and will arrive at their hotels far later than they would if they crossed the street and jumped on a tram.

So, why wait for a taxi when it would be far easier to take public transportation? I think the answer to this is indicative of problems small business owners face as well. Here’s what I think is going through their brains–and your brains–and how to fix it.

What is going through their brains: I know how taxis work. I don’t know how the tram system works. I’d have to ask somebody what tram to take. What if I make a mistake? I don’t speak German. Yes, I see the big information booth, but if I walk over there I will lose my place in the taxi line. Plus everyone else is in the taxi line. They will think I’m cheap and not hip if I take a tram instead of a taxi.

Here’s what goes through the brains of new business owners: I know how my old manager managed me, so I’ll manage people like that. There’s resources to help people like me out, I think, but I’m not quite sure who to ask or what to say and if I say it wrong, people will think I’m stupid. Besides, by asking, people will think I don’t know what I’m doing, so I’ll just keep doing what I’m doing even though it doesn’t seem to be working very well.

Why do we do that? Why don’t we just ask the darn questions? There are resources out there, but sometimes they require us to step outside our comfort zones. Sometimes they require us to say, “Hey, I don’t have a clue what I’m doing here. Can you help me out?” Sometimes it requires that we ask a question of (gasp!) a subordinate who has more knowledge and experience in that particular area.

If you start asking questions, you’ll find that there are fabulous resources. You’ll find that there are (probably) better ways to do whatever it is that you need to do. And if you are lucky enough to find out that you’re doing it the best possible way, you can go forward with confidence.

If those people waiting for the taxis were able to step outside their comfort zone just a little and walk to the information booth, they’d undoubtedly discover that there was information available in a language they speak, their hotel was less than a block away from the tram stop, and that a tram ticket will cost about five francs instead of the 40 to 50 they’ll have to pay for a taxi.

What will you find out if you step outside your comfort zone and ask?

Suzanne Lucas spent 10 years in corporate human resources, where she hired, fired, managed the numbers, and double-checked with the lawyers. Follow her at Twitter, connect with her at LinkedIn, read her blog, or send her an email.

Are you prepared?

We can’t predict the weather, except we know it is getting wilder and weirder. Most of us are ill prepared in case a tornado, hurricane, flood, fire or simple electrical outage hits our homes. Likewise, most businesses – and most homeowners associations – don’t even have an emergency preparedness plan.

Can you make time for disaster preparedness? disaster

Red Cross research shows that every $1 invested in preparedness yields $6 in times of disaster. To help organizations get started, it has developed a readiness self-assessment tool called www.readyrating.org

This 120-question self-assessment isn’t a pass/fail tool. Instead, ReadyRating is a FREE program helps organizations understand where they are on the readiness continuum, and it gives them tools to improve. The program involves six steps:

  1. Commit to preparedness for your community or your property. This means getting your CEO and other top leadership committed to disaster planning.
  2. Conduct a hazard vulnerability assessment. George Sullivan, an expert in disaster preparedness for the American Red Cross says, “A lot of people write an emergency response plan based on something happened to someone else.” If you don’t know what hazards you face, call the American Red Cross which can help you assess risk.
  3. Develop an emergency response plan. “If already you have one, now is the time to revisit it and ask all the big ‘what ifs,’ such as ‘what if we’re no longer able to operate in this location?”
  4. Test your plan. An untested plan is not a real plan – so go ahead and plan those drills.
  5. Communicate about preparedness. Ask yourself, how can I make preparedness top of mind in my community, through newsletters and bill inserts.
  6. Help others. By definition, a commitment to disaster preparedness is a commitment to helping others – so once you go down this path, consider adopting a local school or church, hosting a blood drive.

Are you prepared for disasters? How?

10 Ways to Make Email Better

By Christina DesMarais

Hate managing email? This list of tricks can help.

I have nearly 21,000 email messages in my inbox. I don’t file, archive, or delete anything.

Think this hands-off approach is a bloody mess? Personally, I think my approach is working–I try to touch email messages as few times as possible, spend zero time organizing them and feel confident if I ever need to search for a keyword or for someone who works at a particular company, Gmail’s search capabilities can find it in my massive pile.

Yet I’m doing it all wrong, according to email-filtering service Sanebox, which advises the opposite strategy–one in which you let its algorithms sift through all your messages and organize them neatly into manageable folders that do all sorts of neat tricks. I’ve tried it, and it is, indeed, slick.

In fact, the folks at Sanebox argue that keeping all your mail in your inbox is “terrible for your productivity,” the company opined in a really helpful (and entertaining) list of 100 email hacks it recently compiled.

Here’s a roundup of the company’s best tips.

Turn off notifications.

You’re humming along with work swimmingly and you hear it–the ping on your phone that tells you an email just landed in your inbox. Now you’re curious, so you hop in there to see whom it’s from and your productivity just stopped dead still. Unless you’re waiting for some time-sensitive critical message, don’t give yourself an excuse to keep checking email. Silence notifications wherever you’re getting them (including visual pop-ups on the desktop). A better bet is to set aside a few times during the day to deal with email.

Never unsubscribe from suspicious emails.

Hate spam? One way to get even more of it is to hit an Unsubscribe link in a message you’re not sure why you’re getting. If you do, you could end up at a website where you’re asked to input your email address to confirm your desire to unsubscribe. Now the spammer has verified your email address (it was only a guess that landed the original message in your inbox) and can sell it to others who will barrage you with messages.

Don’t use images in your signature.

Sometimes people are looking for a particular file and filter their messages according to which ones include attachments. By including an image (which becomes an attachment) in your signature, you’re actually mucking up their search results. Plus, tossing around unnecessary graphics is a waste of bandwidth.

Don’t use email to discuss a difficult subject.

If someone at work needs straightening out, don’t do it on email, particularly if there’s a chance the discussion could become contentious or if someone could be hurt or offended. It’s much easier to gauge someone’s emotions and respond appropriately on the phone, via video chat, or even better, in person.

Never email your credit card information.

Unencrypted email is not secure, so you don’t want to use it to communicate any kind of confidential information. For one thing, a message may have to cross any number of networks before a recipient gets it, and once it arrives, how will that person store it? What if his or her system is compromised?

Forget about attachments and use links instead.

Dropbox, Google Drive, Microsoft SkyDrive, and the like are great because you can share a file with others and as soon as someone makes an edit to it, the change is viewable by everyone who has access. Attachments, on the other hand, are static–if you find yourself in an email volley including various iterations of the same document, things can get confusing. With a URL linking to the cloud, however, version control isn’t a worry.

Stop scanning and faxing.

If you’ve ever been emailed a contract to physically sign and return to someone, you know what a pain this can be. You either have to print it out and find an actual fax machine or take the time to scan, save, and attach each page into an email.

Instead, use an online fax service such as Hello Fax. The first five pages are free; after that, plans start at $10 a month.

Amp your network right inside email.

Rapportive is a free tool for Gmail users that adds a sidebar to each message you receive that shows you what the person looks like, information about what he or she does, where he or she is located, as well as what social networks he or she uses. The best part is this: Directly within the window, you can send a LinkedIn connection invitation, add someone to a Google+ circle, follow him or her on Twitter, or friend him or her on Facebook.

Fill in the recipient last.

There’s nothing worse than accidentally sending a message before you intend to. Save yourself this embarrassment by leaving the “To” field empty until your missive is perfect. Gmail users can also use Google’s Undo Send feature, which gives you a few seconds after you hit Send to change your mind. To turn it on, go to Settings (the cog on the right of your Gmail window), then Labs, where you’ll find the feature plus a slew of others you might find helpful.

Use an unguessable password that’s different for each account.

You’ve heard this one before, but it bears repeating because lots of people still get in trouble for not heeding this advice. Your email password absolutely has to be one that someone can’t guess and one that you don’t use with any other account.

To ensure it can’t be guessed, use the first letters of a memorable phrase, such as yamsmosymmhwsag, a 15-character password (longer is better) taken from “You are my sunshine, my only sunshine. You make me happy when skies are gray.”

Another trick: Think of a two-word phrase at least eight characters long that you can remember, such as “SteakBurrito” and pepper it with symbols that look like letters, like this: St3@kBurr!t0. Then, for each site for which you need a unique password, take the first and fourth letter of the site and stick it in the middle of your skeleton key. So, for Facebook, your password would be St3@kfeBurr!t0.

And don’t store all your various passwords on paper or in a file somewhere but in a password manager such as LastPass. Not only can the service generate unique passwords, it’s free and available as a plug-in for all the major browsers.

Christina DesMarais is an Inc.com contributor who writes about the tech start-up community, covering innovative ideas, news, and trends. Have a tip? Email her at christinadesmarais (at) live (dot) com. @salubriousdish

When We’re Hungriest for Leadership

by Eric McNulty, Leonard Marcus, and Barry Dorn

Just three years ago we wrote a case study for Harvard Business Review based on a terror attack in our home city of Boston. That abstract, fictional situation has now come to painful life.

At the National Preparedness Leadership Initiative at Harvard, we study crisis leadership in many settings. We have seen graphic photos and heard compelling testimony about terror attacks around the world. Even for us, the horrific scenes of the carnage at the Boston Marathon yesterday are difficult to push out of our minds.

In the fictional case study we wrote, there was an explosion in the subway and a business leader had to decide whether or not to let his building be used as a triage center and temporary morgue. The expert advice was unanimous: in times of crisis, civic duty trumps private interests. Yesterday, the city of Boston resoundingly agreed: we saw many people step up to selflessly help others. Whether or not they would call themselves “leaders” at all, many did offer leadership.

It is in difficult times like these that we are hungriest for leadership, for people who can restore order, find the perpetrators, organize the aftermath, and help us find meaning and common purpose. People are wounded, whether physically or emotionally. Even those who only watched the events on television can feel the effects. Leaders, too, are affected — they’re only human. But leadership moments come unexpectedly for each of us.

Fortunately here, it seems that careful preparation helped civic leaders improvise a swift and effective response to the unthinkable. Boston officials have used past marathons and the city’s annual Fourth of July celebration to develop, exercise, and test their preparedness plans. They had also had been at the forefront of the Tale of Our Cities program, an outgrowth of a class project at the National Preparedness Leadership Initiative that brought officials from London, Madrid, Islamabad, and Israel to share their experience with terrorist bombings. The city absorbed these lessons and modified its plans accordingly. For example, providing effective medical treatment in the aftermath of a mass casualty bombing is distinctly different from a more typical disaster such as multiple car collision. Multiple law enforcement agencies may see every patient as a possible “person of interest,” many physicians have limited experience with blast injuries, and the walking wounded can overwhelm the nearest healthcare facilities. Without careful preparation, leaders may do exactly the wrong thing while trying to do the right thing.

Every crisis is potentially two crises: the original event and the response to the incident. When leadership remains calm and composed, they can help avoid turning the reaction to the crisis into a secondary disaster. In this case, the response was sure and swift. In Boston, effective preparation and in-the-moment leadership kept a terrible tragedy from descending into chaos that could well have resulted in more injuries, greater loss of life, and the possible destruction of evidence. Medical professionals, police, and race volunteers provided immediate aid. The professionals called upon long-rehearsed responses and were able nimbly organize bystanders and volunteers. The area was cleared quickly and efficiently.

But leadership at a time like this is not just about the careful preparations and emergency improvisations of civic leaders and emergency responders. It’s about being the leader your followers need, no matter your position or your title.

People will mirror your behavior: Project calm and they will be composed. Demonstrate resolve and they will be strong. Be empathetic and they will support each other…and you.

We all go to the “emotional basement” in the face of a threat. It is an instinctual survival mechanism that serves us well when confronted with danger. However, the basement is not a place to dwell. Getting back to business as usual is a path up from the basement. Engaging in activities at which people can demonstrate basic competence helps “reset” the brain to a more productive mode.

It can be easy to get caught up in “what if” scenarios that bedevil leaders with potential threats around every corner. This is, unfortunately, the world in which we live. Random violence is possible and increasingly probable if not precisely predictable.

Nothing can bring back the victims or undo the injuries resulting from the violence in Boston. It is the job of leaders to help us see beyond the tragedy and pain, and heal. You must attend to collective resilience so that organizations and communities rapidly recover from tragedy. You encounter many people in any given day; take a day to slow down and connect with every single person you meet. Use their names. Ask about how the day is going. Try to meaningfully connect with each and every one of them. As Admiral Thad Allen said in the aftermath of Hurricane Katrina, collateral compassion is a good thing.

It is your opportunity to help others realize their strength and find hope in the darkness

Eric McNulty, Leonard Marcus, and Barry Dorn: Eric McNulty, Leonard Marcus, and Barry Dorn are faculty at the National Preparedness Leadership Initiative, a joint program of the Harvard School of Public Health and Harvard’s Kennedy School of Government. They are co-authors of the forthcoming book, You’re It! Mastering High Stakes Leadership.

Annual Conference

We’re Back!  NBC-CAM has returned from the CAI Annual Conference in San Diego, CA.  Were you there?  Here are some of the highlights:

  • Almost 1000 attendees
  • Attendees from the US and 7 other countries, Australia, Bahamas, Brazil, Canada, Dubai, Saudi Arabia, and South Africa
  • 24 CAI past-presidents in attendance and participating
  • A maximum capacity exhibit hall featuring management software, internet products, banking and legal services, reserve studies, pool products, landscaping services and more!
  • Fabulous general sessions from Mike Abrashoff and Terry Watson
  • A fabulous location in San Diego and a great hotel/staff
  • 4 education tracks: legal, trends, professional development and best practices
  • 8 professional management development courses offered as well as the PCAM case study and CMCA examination
  • 15 meetings, exchanges, receptions and other scheduled networking opportunities
  • Annual Awards Session – Congratulations to all the recipients!

Were you there?  What are your highlights?  Share your experience in the comments.

Recharge Your Batteries: 3 Steps

By Matthew Swyers

Most truly successful entrepreneurs share a common belief that no amount of success is ever enough. But even with an insatiable drive to be the best, successful entrepreneurs know that they too must take breaks and recharge their batteries to continue to grow their businesses.

Voluminous studies show that people are more productive at work when they don’t eat at their desks but take a lunch break and then return refreshed for the afternoon haul. The same logic applies to larger times away from the office as well. Every so often even the most driven of us need to step away to relax. In turn, when we come back we are more focused and ready to tend to the tasks at hand.

Moreover, some of our greatest moments of clarity about our businesses often come at moments when we are temporarily detached. On a personal level, this was never more true than on a trip to the Atlantis Resort in 2009 when I decompressed by reading a simple business book by the pool while sipping on piña coladas. The book changed the way I conducted business and led to the reinvigoration of my quest for knowledge about how to build a great and lasting company. The book? Robert Kiyosaki’s now iconic Rich Dad Poor Dad.

So how do you take a break and get away from it all? How do you recharge your batteries? Here are a few thoughts:

1. There Is No Single Correct Formula

Some authors will tell you that you must take time completely away from the office with no communication while you are gone. I disagree. For some personality types, mine included, the stress of being completely out of touch with the office would diminish any benefit from stepping away. As such, the ability to be in contact with the office, even if not actually relied upon, can actually be beneficial for those types of personalities.

2. Do It

The next step is often the most difficult: you just have to do it. Sit down, schedule the time off, and go. The best options, I always feel, are those that involve booking a trip where you must purchase airfare, a cruise, or some other means of transportation that requires an affirmative act to get on a plane, train, or boat on someone else’s schedule. That way you know you must leave. If you merely plan to take a “staycation,” and just hang out at home, you’ll probably end up popping into the office. Eliminate this possibility.

3. Plan on Doing It Again

I’m a planner. I like having things scheduled so I can look forward to them in advance. So even when you are in the midst of a vacation recharging your batteries there is nothing wrong with thinking about your next vacation. For instance, on my most recent trip to the Caribbean I took a few hours to plan another trip for the same time next year. Now, although I am back at work and working hard, my batteries recharged, I know that I have a vacation planned in the future so I have something to look forward to. Time again to recharge my batteries.

Matthew Swyers is the founder of The Trademark Company, a Web-based law firm specializing in protecting the trademark rights of small to medium-size businesses. The company is ranked No. 138 on the 2011 Inc. 500. @TrademarkCo

13,000 and counting!

NBC-CAM has certified over 13,000 CMCAs from around the world! 

You’ve worked hard to earn your CMCA.  We’ve made it easy to share your achievement.  Spreading the word about your CMCA certification will help advance your career.  Extend the visibility and awareness of your professional credential by following these tips:

  • Display your CMCA certificate     Frame your certificate, and hang it in a visible area of your office.  Visit www.framingsuccess.com and enter NBCCAM for a discount on great frames.
  • Wear your CMCA lapel pin   Wear your pin at the office, at meetings and at events.  E-mail
    info@nbccam.orginfo(at)nbccam.orgfor a new pin.
  • Use your CMCA padfolio and notepad Bring your padfolio and notepad to all meetings, especially within your community. To order more CMCA-printed notepads, e-mail
    info@nbccam.orginfo(at)nbccam.org.
  • Include your CMCA credential in all communications Your credential creates a positive image and increases awareness of the profession of community association management.  When discussing what you do for a living, be sure to mention that you are a CMCA.  Include your credential on your resume and professional biography, and include a brief description about its value.

    Use the CMCA acronym after your name wherever possible, including:

    • Business cards
    • E-mail signatures
    • Letters and reports
    • Memos and faxes
    • Facebook, LinkedIn, Twitter and blog postings
    • Directories and listings
  • Speak at events Take advantage of community events, professional meetings and CAI chapter events to speak about your CMCA and why communities benefit from hiring credentialed professionals. Use the CMCA brochure as a guide, and wear your lapel pin to create visibility and spark conversation. The greater the awareness of the CMCA credential, the greater the value to your career.
  • Work with your organization/association   Ask your organization to help promote the CMCA credential by posting the following message on their website with a list of their certified managers.

    Board Certified: Congratulations to our newest CMCAs!  The CMCA credential is the only worldwide certification program for community association managers and demonstrates that these managers have met requirements for managing condominium, cooperative and homeowner associations.  [list of managers with CMCA credential]

  • Educate homeowners Leave CMCA brochures in your company’s lobby or community common area to inform homeowners about the credential.  Contact NBC-CAM to obtain CMCA brochures.

 You can also cut, paste and customize the sample messaging we provide on our website. Extend the visibility and awareness of your professional credential!

Smartbrief

Have you signed up for Community Association Management SmartBrief yet? A few weeks ago, NBC-CAM launched a free, weekly e-mail newsbrief specifically designed for community association managers. Sign up here.

This complimentary resource is aimed at bringing you a quick, two-minute read that will help you keep up-to-date with the latest news and trends in our profession. SmartBrief will provide short summaries of the news articles that will be of interest to you as a community association manager. We know it will save you time, keep you informed and add to your success. I hope you will subscribe.

This week’s issue has an article on the Trayvon Martin case.  The Martin family has settled their lawsuit with the homeowners assoiation insurance policy.   Sign up for Smartbrief to read the full article.

Battling Bully Board Members and Homeowners


You’ve seen them (and felt your anxiety level rising).

The homeowner who takes four “guest only” parking spots for his cars. The board president who goes on a vendetta by holding secret meetings, making unapproved purchases and breaking confidentiality rules.

Or, as one Colorado CMCA shared at a recent meeting, the individual who felt insulted at a board meeting, threw a chair and then put up posters throughout the association attacking the manager’s character.

There’s no strict definition of a bully, but we know them when we see them, says anti-bullying expert Ben Leichtling. Unlike decent people who are angry about a particular issue but want to work out a solution, bullies:

are never satisfied
treat you like a servant or slave
can be “professional victims” who take offense too easily
can also be aggressors
want to wear you down and beat you up
Bullies might be only 1 percent of the population, Leichting says, but they take 999 percent of your time, energy and emotional reserves.

So you want to fight?

Your attorney can point you to legal tactics to fight the specific actions of a board bully.

Check your governing documents. If the bully is an officer, your board may be able to vote the bully out of office, and back to a director position. (Officers are generally elected by the board; taking someone off the board may require a homeowner vote.)

If the problem is lack of confidentiality, the board may want to create a confidentiality agreement that spells out the director’s fiduciary duties in writing.

For other “irregularities,” your attorney may also want to take the board member aside. A simple “talking to” can sometimes derail particular behaviors, if not change personalities.

Overcoming Fear

But what if the problem isn’t a board member, but a homeowner? And what if the only tactics available are expensive (i.e. lawsuit) or scary (verbal confrontation)?

Now the human side of battling bullies becomes paramount. Leichtling, who runs http://www.bulliesbegone.com and has written numerous books bullying, advocates a six-step system:

1) Take care of yourself physically and mentally. Surprised? “Bullies want to wear you down, so that you’ll give up and give them what they want,” Leichtling says. “Your job is to keep yourself at your best.” So do whatever it takes to keep your humor, courage and strength.

2) Don’t take it personally. “Bullies want to make you think it’s your fault,” Leichtling says. “You can take it seriously, but not personally.”

3) Watch for early warning signs. Bullying is more likely when there’s someone new on the board, or when someone is going through a rough personal patch: a divorce or job loss. Keep your intuition up for these signs.

4) Begin with relationship: Don’t assume you’re dealing with a rational person. Assume you’re dealing with someone who is on the emotional razor’s edge. So get together with the bully, speak emotionally and calm them down enough so they can be rational.

5) Get on their side: Figure out what you can given the constraints of the situation, without backing down. You may even want to get on their side of the desk or table.

6) Meet in person: When people are upset, email is not a good strategy. Even if this costs you time and money now, a personal meeting is much less costly in the long run.

No, this won’t work with every bully, and every situation. Rather, it’s an escalating scale of actions to take before legal or board action. It gives you the assurance of having done everything possible to work it out, short of giving in.