A couple recently closed on an apartment in a homeowners association electronically rather than in person. They assumed their real estate agent had told them everything they needed to know about the deal. After the closing, however, the buyers were surprised to learn about expensive aspects of their new home, including a separate HOA tax. Should the buyers have demanded an in-person closing? Are there risks that first-time buyers, in particular, should be aware of before they agree to a remote closing?
Most real estate closings — that momentous occasion when documents are signed, money is transferred and keys are handed over — are conducted in person, replies the Ask Real Estate column in The New York Times. This allows the attorneys, brokers, notaries and buyers to communicate closely and iron out any last wrinkles in a deal. But remote closings, which allow buyers and sellers to finalize a sale without being in the same room, are legal in many states, and they became increasingly popular during the pandemic, including in New York.
It’s certainly more convenient to not have to assemble all those people in one place at one time. But is the convenience worth it?
“It’s easier to have people in a room talking to each other,” says Lisa Lippman, a broker at Brown Harris Stevens in New York.
First-time buyers, especially, should press for an in-person closing so they can fully comprehend the process, all of the documents involved, and any last-minute issues that crop up, such as that unexpected HOA tax.
Remote closings can also take longer, as documents and checks have to move among parties at different locations. When everyone is together, the process often moves more smoothly; if one participant raises an issue, it can be addressed at the table.
Special circumstances, such as illness or distance, may make a remote closing unavoidable. No matter which course you choose, make sure that you get the closing statement ahead of time, Lippman advises. This document should list all financial aspects of the transaction.
All of this points to the importance of the buyer doing thorough due diligence long before the closing date.
“Whether you have an in-person or a remote closing, it’s a matter of the information you’ve gathered beforehand,” says Andreas Cristou, an associate at the law firm Woods Lonergan.
Fees, assessments, taxes, and maintenance or common charges should be disclosed before you sign a contract to buy the home. If, say, your seller’s tax bill is low because of tax breaks he might receive, or if you will have to pay a “mansion tax,” you should know that, too. Your broker and lawyer can be good resources, and if you’re buying in a co-op or condo, you can ask the board or building management for information about the costs to live there.
This should all be set in stone before the closing, whether it’s remote or in-person.
Could this case reshape how insurers handle large property claims?
By Matthew Sellers for Insurance Business
Meadowview Village Owners Association is suing Federal Insurance Company over a denied $16.3 million property claim for hidden water damage at a major condo complex.
Meadowview Village Owners Association, the nonprofit entity responsible for a 163-unit condominium complex in Redmond, Washington, is in a legal dispute with Federal Insurance Company over a denied property insurance claim. The case began in Washington state court on July 25, but was later moved to the United States District Court for the Western District of Washington, where it now raises important questions about the scope of coverage under a commercial all-risk property policy.
The dispute began after Meadowview Village Owners Association discovered hidden water damage in the exterior walls and framing of its condominium buildings. In July 2023, the Association’s consultants, Evolution Architecture and Charter Construction, conducted investigations that revealed water damage at multiple locations. The Association submitted an insurance claim to Federal Insurance Company, which had issued policy number D97362129001, effective from Sept. 1, 2022, to Sept. 1, 2023.
According to the association’s complaint, the insurance policy in question is an all-risk policy, meaning it covers all risks of direct physical loss or damage unless specifically excluded. The Association contends that the policy should cover the hidden water damage, which it claims was caused by a combination of weather conditions, such as rain and wind-driven rain, and construction defects. The Association cited several Washington court decisions that interpreted similar policy language to provide coverage for damage resulting from both covered and excluded causes.
Federal Insurance Company, after conducting its own investigation, denied the claim. The insurer cited exclusions in the policy for “faulty, inadequate, or defective construction or maintenance,” as well as a “neglect” exclusion. Federal argued that the “neglect” exclusion applies when an insured fails to use reasonable means to save and preserve property from further damage at and after the time of loss. Federal also stated that the policy’s “commencing” condition, which relates to when the damage began, was not satisfied. Additionally, Federal asserted that the association knew about the damage before the policy was issued, making the loss ineligible for coverage.
The association disputed these points, arguing that the exclusions do not apply because the primary causes of the damage were weather conditions and faulty construction, not neglect. The association also maintained that the damage was hidden and unknown until it was uncovered during the 2023 investigation. The complaint alleges breach of contract, insurance bad faith, and violations of the Washington Consumer Protection Act and Insurance Fair Conduct Act. The Association seeks declaratory relief, monetary damages, penalties, and attorneys’ fees, with claimed repair costs of $16.3 million.
Federal Insurance Company removed the case from King County Superior Court to federal court, citing diversity of citizenship and the amount in controversy. The case is currently ongoing, with a trial scheduled for July 27, 2026. As of now, no final decision has been issued.
This case is potentially significant for insurance professionals because it addresses the interpretation of all-risk insurance policies in the context of property damage caused by both weather events and construction deficiencies. The outcome could influence how similar claims are handled and how policy language is interpreted in Washington and potentially beyond. As the trial date approaches, the insurance industry will be watching closely for developments in this closely contested dispute.
Great leaders know that their way isn’t always the right way.
Psychology Today
Key points
Great leaders demonstrate flexibility.
Part of being flexible is recognizing that your behaviors and habits may not always be best.
Employees have preferences for how and when they work that are important for leaders to attend to.
The greater the match between an employee’s work preferences and how they actually get work done, the better.
Have you ever watched someone work and thought, “That’s not the way I would do it”? It’s natural to feel defensive about your own work habits. If you didn’t think they were effective, you probably wouldn’t engage in them. But, in our research, we find that it’s exactly this kind of thinking that gets leaders in trouble. There are many different ways to go about completing the same task or solving the same problem. But leaders often believe that their way is the right way to approach a task or problem, and forget that others may have effective strategies as well.
More than that, different people work differently. That means that a strategy that’s effective for you may be ineffective for someone else. For example, imagine George, who is naturally an early riser, gets up at 5:30 a.m. to start his day. After exercising and eating breakfast, he starts his workday at 7:00 a.m. He prefers to segment his work and life from one another. So, from 7:00 a.m. until 3:00 p.m., George focuses solely on work. At 3:00 p.m. each day, George closes his laptop to pick up his kids from school and keeps his evening free to spend time with his family. In his view, his success is due to his ability to get a lot of work done early and to really focus on the task at hand when he’s working.
Now, imagine Grace, naturally a night owl, who gets up at 8:30 a.m. to start her day. Engaging in a similar morning routine as George, Grace starts her workday at 10:00 a.m. She prefers to integrate her work and life tasks throughout the day, which means that she tends to extend her workday into the later hours of the night. At 7:00 p.m. each night, she stops working formally but continues to monitor her emails and complete minor work tasks until 9:00 p.m. During that time, she’s also preparing dinner and doing some evening chores. If Grace reports to George, he may view her habits as healthy and productive. He might even advise her to change her schedule to better align with his. Given his success as a leader, he might think it would help Grace to emulate his work habits.
Yet, George’s assumptions are wrong, despite that they align with the assumptions that many leaders hold about their own working styles versus those of others. So what’s the problem with George’s advice? It’s entirely possible that George and Grace are equally productive, despite that they work in totally different ways. George is an early bird chronotype who likes to segment work from life, while Grace is a night owl who likes to integrate these two domains together. Research shows that neither of their approaches is right or wrong. The key is to allow people to work in the way that best suits their natural preferences. When employees have to work in ways that are misaligned with their preferences, they are more likely to become dissatisfied and burnt out.
So, what do great leaders do instead? Great leaders recognize that there are many ways to be productive and that their way is just one of many ways to succeed. Instead of expecting that others will structure their workdays exactly as they do, they allow employees to set their own schedules and to follow their own rhythms. Of course, there are certainly times when employees may need to go against their natural tendencies—for a big client meeting or all-hands call, for example, when scheduling according to each person’s preferences is likely impossible. But for standing meetings or other recurring work blocks in which leaders and employees have more control over timing, leaning into employee preferences for working styles, times, and approaches is useful. For instance, if you are scheduling a standing meeting with a person who is naturally most alert in the morning, but you are a night owl, picking a time in the late morning or early afternoon might work for both of you.
The main point is this: Great leaders are flexible. But part of being flexible is being humble enough to recognize that your way isn’t the only way to achieve success. There are many pathways toward success that employees might follow. Letting them pursue the pathway that best aligns with their productivity patterns can only increase the likelihood that they will thrive.
By Kelly G. Richardson, Esq., HOA Homefront Column
Mr. Richardson: Proxy given to a non–owner, who becomes a board member. Does he become proxy for the other owners? L.H., San Diego
Dear L.H.: Per Civil Code Section 5105(b) board members must be association members. Per Civil Code Section 4160, “members” are owners of “separate interests” in the association. Civil Code Section 5130(a)(1) only allows association members to hold another member’s proxy (if the HOA allows proxies). So, no, non-owners cannot hold any proxies and may not serve on the HOA board. Best, Kelly
Dear Kelly: What is considered a reasonable time frame for the minutes to be released for the members to view? Our property management company has still not posted the minutes from the last months of 2024 and have only posted the minutes from January this year. Those weren’t posted until April. When I asked, I was told they would be posted once signed yet some are from last year. When asked when they expected to have them available, I was simply ghosted. M.C., Irvine.
Dear M.C.: Draft minutes of the open portion of board meetings must be available to members within 30 days of the meeting, per Civil Code Section 4950(a), which also requires the HOA’s Annual Policy Statement to annually inform HOA members of their right to obtain copies of minutes and how to obtain them. Once minutes are approved by the board, they become “association records” under Civil Code Section 5200(a)(8). Approved board meeting or membership meeting minutes for the current year must be produced within 30 days of a member’s request, as required by Civil Code Section 5210(b)(4). Concise, prompt minutes are one indication of a well-run HOA. Best regards, Kelly
Dear Kelly: I am a board member being frozen out of executive sessions under a Corporations Code 7212 committee they created. I have questions. G. T., Upland
Dear G.T.: Corporations Code Section 7212 allows a majority of a corporate board to create a committee consisting of at least two directors, and that committee may be invested by the board with the power to conduct most of the board’s business (subject to certain limitations). However, HOAs still must comply with the Open Meeting Act (Civil Code 4900-4955). So, the appointment of such committees must happen in open board meetings, with that topic announced in the posted meeting agenda. Also, if the committee consists of a quorum of the board, then those committee meetings are still “board meetings” as defined by Civil Code 4090. If the matters to be handled by the committee are executive session items, the formation of the committee itself still should be an open session item, which informs the membership that some closed session items will not be handled by the entire board of directors.
Sometimes a board will create a committee to deal with a matter in which a member of the board has a conflict of interest. However, if the board is simply trying to freeze one director out of general board deliberations, then the HOA has a problem. I have seen boards struggle with directors who refuse to protect closed session confidentiality – rather than forming a committee, suspending them from closed session meetings until they reaffirm their commitment to confidentiality may be simpler. Sincerely, Kelly
Crisis leadership demands that you empower yourself before trying to lead your team.
We were working with “Vance,” a human-centered CEO during a tumultuous season for his business—regulations changed by the week, unpredictable political landscapes made no sense, and his competitors brazenly cheated. Life became very hard for his business, and he wanted help with crisis leadership.
Sitting alone with us in his conference room, he looked up and asked, “How do I lead when I don’t know what’s going to happen next? Everything feels like it’s falling apart. I’m not even sure how to keep myself motivated.”
If you feel that way now, we want to start with the same encouragement we gave Vance.
You can’t choose what you show up to. But you always choose how you show up.
That’s where real leadership begins. Leading yourself first. Because in uncertain, high-stakes moments, how you show up is the one thing you control. And before you can lead your team, you must empower yourself.
Two Mindsets to Help Your Crisis Leadership
We’ve found two mindset tools that help leaders stay grounded in times like these—whether you’re navigating layoffs, market upheaval, or just a thousand unknowns.
1. The Stockdale Paradox
If you’ve read Jim Collins’ Good to Great, you’ll remember Admiral Stockdale’s story about being the highest-ranking US officer in the Hanoi-Hilton prisoner of war camp. Studying American POWs in the Vietnam War, researchers found two extremes:
The naïve optimists—“We’ll be out by Christmas… by Easter… by June.” Every missed date crushed their hope, and they despaired.
The fatalists—“We’ll never get out.” They sank quickly into despair.
But there was a third group—the survivors. They held realistic hope: “We will get out someday. And in the meantime, today we need to… clean the cell, exercise, connect with each other.” They faced reality and kept hope alive by taking meaningful action today.
That’s self-leadership in crisis. Clear-eyed about the facts. Grounded in purposeful action.
2. The “Gift From Past Me” Approach
You probably remember the sunk-cost fallacy from an economics class. Seth Godin reframes the sunk cost fallacy into a very practical way of thinking about what to do next:
Today’s you received gifts from past you. And like any gift—even a scratchy, ugly sweater from Uncle Earl or Aunt Edna—you can choose what to do with it now.
Your past work, your team’s work, the resources you’ve built—they’re gifts. But today’s you gets to decide: Given what’s real now, what will I do with this gift?
This reframing separates you from the “should haves” and “if onlys” that lead to shame or paralysis. It helps you enter the Stockdale Paradox with open eyes, ready to face what is—not what was.
Your Leadership Journey Through Loss
Of course, it’s never as clean as “just choose hope.” Genuine leaders also take time to grieve. Feel the pain. Let it move through you. Then let go of what was and face what is.
As Andy in The Shawshank Redemption put it:
“I guess it comes down to a simple choice, really. Get busy living or get busy dying.”
And once you’ve steadied yourself, you can turn to the leadership practices that help teams survive—and even thrive—through upheaval.
Seven Crisis Leadership Practices to Navigate the Storm
Many of these practices are universal skills that serve you well when everything runs smoothly. Invest in them early, before you’re in a crisis, and you’ll have more trust and credibility with your team when the hard times inevitably arrive.
1. Double down on values.
Ask, “What does it mean to be us when we’ve downsized from 200 to 30?” How will we treat one another, our potential investors, and partners during these times? Yes, in business, the “win” might be getting the pharmaceutical to people who need it and reaping financial rewards—but there’s also a process win: being proud of who we are and how we work together during adversity. That’s a win you always control.
2. Clarify what isn’t changing.
When it feels like everything is changing, one powerful stabilizer is to clarify—first for yourself, then for your team—what is known and not changing. “Here’s what we know for sure…” Make a catalog of those items. During crisis leadership, revisit this list regularly to center your team.
3. Be honest about the environment, what it will take to weather the storm, and communicate with empathy.
This one is vital. Your team needs to look at you and believe what you say. If the news reports tell a different story than you do, trust evaporates. If there’s no additional funding coming for a while, what does that mean? What will it look like? It’s the Stockdale Paradox in action: “We’re going to be here for a while. And here’s how we’re going to navigate it.” Lay out the assets, the challenges, and what it will take to meet them—unflinchingly. It may feel uncomfortable, especially if you’ve been rallying people with more optimistic circumstances in the past.
Additionally, when the choices you face create hardships for people, don’t ignore them or pretend the consequences don’t exist. Address the changes directly, with understanding, empathy, and what you are doing to minimize the negative consequences.
4. Own your past.
Say, “I know in the past, I’ve said… And at the time, we had good reason to believe that. Now, however, things have changed, and we need to respond.” This is about acknowledging what you said before—not apologizing for it—because the intent was never to mislead. Circumstances have shifted, and so must you.
5. Increase your communication cadence.
In chaotic times, silence breeds fear. Anchor your crisis leadership with a steady rhythm of updates: “Here’s what we know, here’s what we’re doing now, and here’s how and when you’ll hear what’s new as soon as we know it.” The greater the uncertainty, the more often you need to communicate. And to be credible, this requires the transparency and honesty you established in #3.
6. Double down on detail about next steps and specific actions.
Spell it out: What, specifically, does each person need to do today to help the business succeed? Check for understanding. Schedule the finish. Keep everyone focused on the work at hand. Specific, tangible actions not only move the business forward—they boost morale.
7. Re-recruit your A-players.
When you find yourself in crisis leadership, you need your best team more than ever. Work to retain your A-players. Have one-on-one conversations with the people you most want to keep. Acknowledge the challenges, name their unique gifts, talents, and expertise, then express your confidence in their ability to succeed in the work ahead. Help them see themselves as essential to the future you’re building.
Choose How You Show Up
You may not have chosen this season—or have ever wanted to master crisis leadership. You may not like the cards you’ve been dealt. But you get to choose—today, and every day—how you show up.
Face the brutal facts. Hold onto real hope. Lead yourself first.
Because in the storm, your steadiness is the gift your team needs most.
CAMICB is thrilled to announce that a new prerequisite course is now approved to meet CMCA exam eligibility requirements! Building Community: The Foundations of Community Association Management (“Foundations”), offered through the Tinnelly Law Group, is perfect for those ready to take the next step in their community association management career!
? First in-person two day course: September 17–19 ? CAMICB-approved prerequisite for the CMCA exam
Today’s post is by Ally Edwards of DATIS. This blog was first published in 2015. We’re bringing it back to spotlight a topic that’s still worth revisiting.
Obstacles are inevitable in both the workplace and in daily life. The way that people approach and manage situations can reveal a lot about their character and work ethic.
In the workplace, many common challenges arise from issues surrounding communication, technology, and management styles. These challenges, no matter how small, can create a consistent buildup of frustration in the work environment and in employees individually. Therefore, it is always important to stop, breathe, and think through the situation thoroughly, before reacting emotionally.
If you often find it hard to control your emotions in difficult situations, consider this light bulb scenario. Once a light bulb begins to burn out, the flickering light makes the situation hard to ignore. The next step is to replace the light bulb; but a multitude of questions arise such as: What type of light bulb should I replace it with? Is there a better light bulb I could use? Is there a cheaper option?
Lastly, the most critical part of replacing the light bulb is choosing the best time to do so. For instance, it would not be advisable to replace a light bulb while the light switch is on or at night when no other light sources can help complete the task.
Even though a light bulb is a tangible item, the process of replacing a bulb is very relatable to fixing problems in the workplace. Here is how to apply the light bulb solution method to problems that you may encounter on a daily basis:
1. Identify the problem – Whether this issue is an employee constantly showing up late, a process that is continually failing, or a boss that lacks leadership, the root issue of the problem must be identified with certainty. Usually, there are many symptoms that accumulate before a problem can be fully diagnosed. The best way to deal with a problem is to first acknowledge there is an issue occurring within your organization. Then, you can begin to formulate solutions.
2. Fix the problem – The way a problem is approached differs based on a person’s personality, ethics, and leadership style. For example, someone who leads in a more autocratic style may fix the problem on their own, without any insight from others, as opposed to a more democratic leader who will ask for opinions before addressing a problem. When it comes to brainstorming solutions, the importance of being thorough cannot be stressed enough. Every little detail, what-if scenarios and possible effects should be considered before acting on a problem.
3. Choose the best time – Sometimes things have to get worse before they can get better. As humans, we are imperfect and make mistakes. Before making a potentially irrational and final decision regarding an issue, analyze the problem over a period of time and discover if there is an underlying situation causing the symptoms. Once you decide how to fix a problem, make sure only the necessary parties are present and it takes place in the right environment and at the right time. For example, when addressing a coworker about their work ethic or leadership style, you do not want to seemingly attack or belittle your coworker at the beginning of a work day. That will only magnify the problem. A better approach could be to compile a list of changes or expectations and sit down with the coworker towards the end of the day for a professional discussion.
Every person and organization is different. Past experiences are a large factor and those experiences will likely affect the way people may handle difficult situations. The best way to solve a problem is to always look for the solution that is best suited for your organization and constantly ask the question to yourself and others: How can we improve?
In the end, light bulbs come in all different shapes and sizes, and there are multiple reasons why one might go out. Pay attention to the root cause of the problem and address all bulbs. Even small problems that may seem insignificant can have reverberating effects throughout an organization.
– Ally is a marketing communications and content intern at DATIS, an HR and payroll software company, located in Tampa, Florida. She is also currently pursuing a degree in marketing at the University of Tampa.
By Kelly G. Richardson, Esq., CCAL, HOA Homefront Column
In the HOA world, corporate formalities can often seem to discourage and frustrate quick decisive action. However, there are important reasons the process must be followed, and the corporate process is a critically important legal protection for volunteers.
Volunteer immunity from Civil Code 5800(a)(1) is limited to acts “performed within the scope” of the officer/director’s association duties. This echoes similar language commonly found in directors and officers insurance policies. Volunteers who skip the HOA approval process and act without board authority may be outside of the protections of both the statute and the insurance. This could be a disaster for volunteers who “take the bull by the horns” instead of waiting for their board colleagues to decide upon a particular action.
Corporations are legal fictions recognized by law as “persons” with rights to own property, sue, and be sued. However, as legal fictions, corporations only act through boards, and board actions are proven through written minutes. Minutes prove that a legal commitment is the corporation’s. Without minutes documenting corporate authority, a volunteer may not be able to prove a vendor commitment was the HOA’s and not theirs personally. While that scenario would be a nightmare for the volunteer, it can easily be avoided by waiting to sign contracts until the board approves them. Managers and volunteers should insist that board authority to act is confirmed in writing and then soon as possible is recorded in minutes.
Corporate powers come from statutes and governing documents, and actions outside that corporate authority are called “Ultra Vires,” a Latin term meaning “outside the powers.” In business corporations, officers often are the primary deciders, but in HOAs boards are the primary decision-maker. If an officer acts outside those powers and without board approval, it is not corporate action, and the officer is exposed to risk.
Sometimes urgency requires an immediate decision to be made — such as calling an emergency contractor, for example. Boards may take emergency actions via email, under Civil Code Section 4910(b)(2). If that isn’t possible, it’s critical that directors acting for the corporation in emergencies as soon as possible obtains formal corporate approval, called “ratification” of the action taken, which ratification must be documented in minutes.
California’s Open Meeting Act (Civil Code §4900-4955) contains many mandatory governance procedures — in addition to those in the governing documents. That law requires advance notice of board meetings, bans actions outside of board meetings, limits use of executive sessions, and requires prompt availability of draft minutes.
Boards violating the Open Meeting Act often invoke explanations of efficiency or convenience. However, boards violating the legally required corporate process by deliberating outside of open meetings may expose those decisions to legal challenge as outside the corporate authority.
Sometimes directors step out ahead of the board in their zeal to “get things done,” acting without documented board authority. However, what if the board later disavows the director’s action, leaving the director personally exposed to that contract liability? What if it turns out that the action turns out to be a mistake and wasn’t really the best for the HOA? The board might refuse to ratify the action, leaving the director personally exposed.
Board motions, votes, and recorded minutes prove that the corporation is liable, not you. Embrace them- they protect you.
How could you become a better, more efficient and collaborative leader? Anne Morriss and Frances Frei provide a persuasive and time-saving strategy in the first in a series looking at the practice of leadership in a mad, mad world.
One way that organizations have responded to the combination of unprecedented uncertainty and a more distributed workforce is to drag more people into more meetings during more hours of the workday. Researchers now estimate that workers are spending about a third of their time in meetings, and much of that time is unproductive. One study from meeting software company Doodle estimated that across the United States, the United Kingdom, and Germany, 24 billion hours will be lost to pointless meetings in the next year.
All this time together is creating the illusion of progress while inhibiting the kind of deep work, true collaboration, and creativity needed to solve our increasingly complex problems. In response, some leaders have simply banned this toxic substance (no-meeting Fridays!), but a more effective remedy is to create a gathering culture defined by fewer, better meetings. Treat your people’s time as the most strategic resource you have. If you’re going to use it, use it wisely.
One company we recently worked with leaned into this philosophy, reducing its employees’ time in meetings by fifty percent in just a few months. Early indicators of outcomes from this shift include reduced burnout and stronger customer relationships without any reduction in team connectivity. Tactics that worked well for this organisation: embracing old-school meeting agendas, using AI for notetaking, and sharing audio recordings with people who weren’t in the meeting, who could then listen to the proceedings on their own time (often at 2x speed).
On our podcast Fixable we interviewed Claire Hughes Johnson about how to run a great meeting. As the former COO of Stripe, Claire helped grow the company from fewer than 200 employees to more than six thousand – and from millions in revenue to billions. A casual talk she once gave on how to run an effective staff meeting at Google, her former employer, immediately went viral. (Claire is now a corporate officer and adviser to Stripe, in addition to writing great books).
Claire’s principal advice is to prepare. Before you have the audacity to convene people, make sure you have clear answers to these questions:
Why are we meeting? What are our objectives?
Who needs to be there to achieve these objectives?
How are we going to spend our time together?
Circulate materials in advance so that everyone has the runway to contribute effectively, which some people need more than others. “Extroverts talk to think,” Claire explained. “Introverts think to talk.” And, yes, she’s on board with agendas, which signal where you’re going and keep everyone on track.
Once the meeting begins, the objective is to surface unique information and ideas from your fellow gatherers. Our favourite prompt is, “Can someone articulate a different point of view?” which is a lower-stakes variant of “Who has a different point of view?” This will also help you resist the temptation to converge too quickly on a less-than-optimal solution. In our experience, fast convergence typically leads to a false optima (also known as not our best idea) and a higher chance that people will hold back additional ideas, even when they’re better.
Finally, stick the landing. Before your meeting ends, summarise key decisions and action items. Make sure everyone knows what they’re responsible for delivering and the deadlines they need to hit. Claire likes to use a “check-out” at the close of meetings – a rapid-fire prompt to help reinforce commitments and get a pulse check on the group’s experience. A standard check-out she relies on is: “Use one or two words to describe what you’re thinking as we close this meeting – it could be a feeling, an idea, a topic you want more of.”
When it comes to meetings, we urge you to get into the organisational sandbox and play with new approaches. Are you meeting to ideate or execute? To learn from what happened or prepare for what’s coming? Adapt your meeting’s structure, style, and pace to your goals. The only truly universal meeting rule is that if you’re gathering in person for any significant amount of time, then you need to feed people.
Make the experience of work feel a little less crazy by committing to fewer, better meetings. We’ve seen companies go from sixty-minute meetings to thirty-minute meetings, thirty-minute meetings to twenty-minute meetings, using our favourite intervention profile: no new people, no new technology, just a healthy dose of intention.
We had the privilege of gleaning many insights from Cathleen Dunn, CMCA, AMS, LSM, PCAM, into this particular topic. She is the community association manager for A Pocono Country Place, a 4,500 self-contained, private residential community located in the Pocono Mountains, in Monroe County, Pennsylvania and is a member of the CAMICB Board of Commissioners.
Managing vendors is a critical component of a community association manager’s role and is essential for maintaining the physical condition, financial health, and overall satisfaction of a homeowners association, which in turn reflects the professionalism and competence of the community association manager. Properly managing and overseeing vendors ensures quality of services, cost management, legal and contractual compliance, residence satisfaction and supports efficiency and problem resolution.
“In the ever-evolving landscape of community association management, the role of reliable and vetted vendors in homeowners associations (HOAs) cannot be overstated,” said Cathleen Dunn, CMCA, AMS, LSM, PCAM. “From maintenance and landscaping to public safety and technology services, vendors are pivotal in ensuring the smooth operation and enhancement of our communities. Further, the importance of thoroughly vetting and implementing the best vendors is both a strategic necessity and a fiduciary responsibility that falls to the community association manager.”
Quality of Services Has A Lasting Impact
When essential services such as landscaping, maintenance, security, and repairs are not carried out properly, the effects can have a lasting impact. Ensuring that these vendors perform their tasks effectively and to a high standard is crucial for maintaining the community’s appearance, safety, and functionality. Poor vendor performance can lead to dissatisfaction among homeowners and potentially costly repairs in the future. Said Dunn, “Vendors responsible for maintenance, repairs, or landscaping must deliver work that meets high standards to maintain the appeal and functionality of the association. Subpar performance can lead to dissatisfaction, decreased property values, an increase in complaints, with members feeling they are not getting their money’s worth.”
Legal and Contractual Compliance Matters
Vendors operate under contracts that define the scope of work, payment terms, and performance expectations. Community association managers must oversee these contracts to ensure vendors meet their obligations. This includes handling disputes, ensuring compliance with local laws and regulations, and protecting the association from potential legal issues. “Choosing vendors with a proven track record and proper certifications minimizes the risk of legal issues, accidents, or compliance violations,” said Dunn. “The reputation of your homeowners association is influenced by the vendors you employ. High-quality vendors contribute positively to the community’s image.”
Efficiency, Problem Resolution And Risk Management
Vendors must be well-managed to ensure they are responsive to the community’s needs. Whether it’s addressing an emergency repair or completing routine maintenance, community association managers coordinate with vendors to resolve issues quickly and efficiently, minimizing disruption to residents. Further, poorly managed vendors can pose risks to the association, such as safety hazards, liability issues, or financial losses. By carefully selecting, monitoring, and managing vendors, community association managers help mitigate these risks and ensure the community operates smoothly and safely.
Ensuring Resident Satisfaction
The services provided by vendors directly impact the quality of life for residents. For example, well-maintained common areas, timely snow removal, and responsive repair services all contribute to a positive living environment. Effective vendor management ensures these services meet residents’ expectations, which helps maintain high levels of resident satisfaction as well as property values.
Cathleen Dunn’s Tips For Properly and Thoroughly Vetting Vendors
Always establish comprehensive criteria for evaluating potential vendors. This should include not only cost but also experience, references, reputation, compliance with industry standards, financial stability, and licenses (if appliable). A well-defined set of criteria ensures that all vendors are assessed on a level playing field and helps in making informed decisions.
Solicit detailed proposals and quotes from multiple vendors. This not only provides a clearer picture of the costs involved but also offers insight into the vendors’ understanding of your needs and their approach to fulfilling them. You can then compare them – apples to apples – on a spreadsheet.
Craft clear, comprehensive contracts that outline the scope of work, performance expectations, deadlines, and payment terms. Include clauses for accountability, dispute resolution, impact fees, and termination conditions. A well-drafted contract protects both the association and the vendor, ensuring mutual understanding and agreement.
Engaging with unreliable or underperforming vendors can result in hidden costs, such as the need for frequent repairs, and additional oversight expenses. Conversely, high-quality vendors, while sometimes more expensive, often provide long-term savings through durability, efficiency, and fewer complications. A thorough vetting process helps to identify vendors who offer the best value and fit for your association’s budget.
Once a vendor is engaged, establish a system for monitoring their performance and documenting satisfaction or dissatisfaction. Open communication and addressing issues promptly will ensure a high level of standard is maintained.
While vendor management can be a challenging part of the job for a community association manager, when done correctly and effectively it’s a mutually-beneficial relationship with material results for all parties involved – the vendors, community association manager, and residents who reside in these condominiums, housing cooperatives, resort communities, and commercial tenant associations.
In the community association management industry, the selection and management of vendors are integral to operational success and community member satisfaction. By implementing a rigorous vetting process and engaging with high-quality vendors, the community association manager can ensure that their communities receive the best possible service, manage risks effectively, and uphold the association’s reputation.
Added, Dunn “As industry leaders, it is our responsibility to prioritize vendor excellence and to continuously strive for improvement in all aspects of community association management and oversight.”
Resource Corner
Making use of the wide variety of professional development resources available to managers is critical to staying on top of industry news, trends, best practices and any changes arising in the profession. Below is a sampling of industry resources.
CAI’s Research Library – a CAI members-only library that contains over 3,000 articles on community and homeowner association, and condominium and cooperative issues https://www.caionline.org/LearningCenter/ResLib/Pages/default.aspx#k=vendor%20management. For example a search for “vendor management” retrieves an article that ran in Community Manager entitled Playing Matchmaker by Shirley Haskew, CMCA, AMS with a helpful preview that states the following: Matching up vendors with the various communities in your portfolio can be a little like playing Cupid: “Five-member board seeks caring, reliable landscaping company for long-term relationship.” While some managers recommend using the same vendor to do similar work at multiple communities, sometimes at discounted prices, I’ve received the best results when I was able to match communities with complementary vendors.
and VendorSmart, https://vendorsmart.com/vs/#/public/home. Note: some of these companies provide free blogs with relevant articles that offer tips on a wide variety of topics from preparing your HOA for Spring, to determining the best time to explore snow removal vendors.
CAI Exchange – An online forum that allows members to collaborate and connect with colleagues. These informal discussions are extremely helpful in sharing innovative approaches to common and uncommon situations as well as best practices and advice. Additionally, this forum is often helpful when managers need a quick question answered: For example, this recent question was answered within hours of its posting: Q: “We hired a painter. We didn’t know he was going to use a sub-contractor(s) painter. Should we ask for lien waivers from the sub-contractor(s)?” A: “Yes, always get a lien waiver from both the contractor and subs before you make your (final) payment.”
Proper Vendor Management – A Strategic Necessity is the fifth in a series of articles, produced by CAMICB staff, that delve into the important issues and topics affecting community association managers.
Lydia Pelliccia is a freelance writer.Matthew Green is executive director of Community Associations Managers International Certification Board.
