The coronavirus pandemic has upended industries across the globe, and many employees have been asked to work from home.

It seems like a small shift, but working from home requires employees to integrate new platforms and modes of communication, juggle work and home responsibilities (particularly if they have young children), strategically modify their goals, and understand and adapt to the challenges of the pandemic. Essential workers are being called upon to respond to increased pressures, often with limited resources, and all employees are dealing with heightened mental and emotional strain during this time.

This unprecedented situation has brought one fact into sharp focus: Resilience is among the most important qualities in the workplace.

The DNA of Resilience

Resilience is a trait that unites strength, perseverance, and adaptability. Keeping those traits in tension is key to success. Brute strength that doesn’t see a task through or adjust its approach leads to burnout. Dedication is not helpful if it is misdirected and doggedly clings to the wrong idea. Flexibility needs to be grounded and focused. Employees who bring all these characteristics together are not only good in a crisis, but skilled in finding positive resolutions to pressing dilemmas.

Resilience on an individual level translates to resilience on an institutional level. Strong and flexible employees make for enduring organizations. Resilience is vital not only as companies face the coronavirus pandemic, but also as they deal with the long-term ramifications the pandemic will leave in its wake.

How to Find and Cultivate Resilience in Your Organization

How can you find and foster resilience among your workers? Doing so begins in the first interview and continues throughout an employee’s tenure with a company.

1. Screen

Identifying resilience should be a key part of your interview process. Resilience is an internal trait that expresses itself through actions. When evaluating potential employees, focus on two aspects related to resilience: their attitude toward and approach to obstacles.

First, what is a candidate’s mental orientation toward obstacles? Some individuals avoid conflict or challenges, either by actively ignoring obstacles or by feeling defeated and giving up at the first sign of hardship. Others will seek out or even create challenges or conflict when there is none. What you’re looking for is a balanced approach: Someone who meets obstacles head-on when they present themselves. Particularly valuable are those employees who can anticipate and address challenges before they become urgent.

Second, when faced with an obstacle, how does the individual respond? Are they able to think creatively and innovate? Do they persevere through challenges? It’s important to look not only at a candidate’s individual response to an obstacle, but also at how they contribute to team dynamics in a difficult situation. Teams must maintain focus, communication, and camaraderie even in trying times.

2. Shape

You will rarely find an employee who perfectly exhibits a mature measure of the traits necessary for success — and if you do, it might be difficult to keep them!

Through challenges big and small, managers have ongoing opportunities to shape and support their subordinates’ abilities to overcome adversity. One of the most common ways managers sabotage the development of resilience is through micromanaging. It can be tempting to rush in and take care of a crisis yourself, but guiding employees through challenges is vital for fostering overall institutional strength.

This does not mean managers should leave their teams to flounder. Good managers will provide guidance will giving employees the freedom to develop their own strategies. The opportunities for growth don’t end when a challenge is over. A successful supervisor will provide feedback and coaching after a problem passes to enable even better iterations in the future. Project retrospectives can be done on an individual and team basis as appropriate.

3. Recognize

Creating institutional culture is an ongoing process. When you reward a trait or an accomplishment, you not only reinforce it for the individual, but you also give their colleagues something to aspire to. Moreover, when people’s contributions are recognized, they stay engaged and enthusiastic.

Recognition should happen on all levels, from formal awards to informal kudos. Managers should cultivate the habit of affirming the positive traits of employees in personal conversations and in front of others. Organizations should also have visible incentive structures that encourage and honor employees for strength, perseverance, and adaptability.

Resilience Begins With You

The COVID-19 pandemic has created disruption in nearly every industry, creating challenges that weigh heavily on company leaders. Leaders must respond with strategy and stamina in order to identify and optimize the opportunities they are presented with. One of the best ways leaders can cultivate resilience is by modeling it. This moment can be a catalyst for the entire organization’s growth as leaders step forward with vision and boldness.

Cheryl Hyatt is a founding partner at Hyatt-Fennell Executive Search.

Key deadlines, working with the bank and relying on staff all need to be considered

Monday, June 8, 2020

By Eric Plant

When most people run for their condo board, the last thing they imagine is a situation where they’re actually running the condominium. A condominium is a multimillion-dollar business with hundreds of moving parts, something that a management company is specially trained and licensed to handle. But time and time again, a board of directors is thrown into the role of property manager.

One of the most common instances occurs when a management company is fired. While most management contracts have a sixty-day termination clause, which should allow the board time to find another company, some boards prefer not to have their manager stick around. In these cases, boards may choose to pay the sixty days, “walk them out” and end the relationship early. If this is the case, the board may temporarily find itself signing up for a new (unpaid) job.

Sadly, the condominium does not stop running if there is no property manager. Units still have leaks, fees need to be collected, and contractors continue to show up to work on different parts of the building. So how does a volunteer board of directors suddenly take on this role?

Work together

The absolute worst thing the board can do at this time is point fingers and blame each other for the condominium’s current situation. This not only takes up valuable time, but also makes it difficult for the board to get anything done. The best approach is to start focusing on moving forward. Identify the condo board members’ different skills and put them to use. For example, if there is an engineer on the board, that person may be best suited to look after the maintenance contracts. If one of the board members is an accountant, he or she may want to speak with the bank to ensure the banking is under control. Divide up the roles to keep the tasks manageable and avoid any overlap, and then put together a plan of action. Make note of critical deadlines and make sure each person is clear on their responsibility.

Key Deadlines

• Pre-authorized payments must be collected at the beginning of each month.
• Vendors need to be paid.
• The Annual General Meeting must be held within six months of the fiscal year-end, although this has been extended during the pandemic.
• Periodic information certificates are due after the first and third quarter of the fiscal year.
• Insurance must be renewed annually.

Get Organized

If the previous property manager was fired and walked out, there is a good chance that things were not going so well in the condominium. Important records may not have been kept in order, and the condo board may need to do some work in getting organized. Focus on the documents that are most recent and most important, like past audits and budgets, insurance certificates, contracts, fire safety reports and, of course, copies of paid invoices. An owner or real estate agent may request a Status Certificate at any time, and the condominium should be able to produce it. Once the documents have been sorted and organized, the board should have a much clearer picture of their operations. For example, a quick pass through the financial reports will show who the main contractors are. From there, the board can start looking for signed contracts. This is also a great opportunity to scan some of these documents to make them easier to find and organize in the future.

Talk to the Bank

Once you have the corporate documents sorted and you know who the suppliers are, calls can be made to clarify any outstanding questions. Most important at this time are the banks, as the board will need to ensure that they have sole signing authority to pay bills and that they can collect maintenance fees from the homeowners. It is also important to know the location of the condominium’s investment accounts and the terms of these investments.

Rely on the staff

If the condominium has a staff, they’re already handling many of the day-to-day operations and minor problems. Have one or two board members speak with staff members and go over their routines. A lot can be learned from the on-site personnel. In some cases, certain responsibilities of the previous manager can even be delegated to the superintendent. However, it is best to consult a lawyer before making any major changes to staff routines.

Get Help

While all of this is happening, the main focus should be on hiring a new management company. Most companies have handled difficult transitions and are well equipped to get the major pieces moving on a tight timeline. The sooner a new company can start, the sooner they can take the pressure off of the board. Just be sure to pick the right company so that you don’t have to start all over again in a few months.

Eric Plant is director of Brilliant Property Management

When I started my last corporate job, I asked experienced co-workers for advice and best-practices, and most of them told me something like: “Try to get in front of important people.”

That’s corporate code for sucking up.

It wasn’t my first time working for a large company. I’d seen a lot of suck ups get promotions in the past, and in a moment of weakness, I decided to listen to those idiots.

You “get in front of important people” by scheduling unnecessary meetings with random people, always saying something during meetings, pretending you’re working while you’re watching YouTube videos, and staying at the office until late when you’re not productive at all.

But sucking up didn’t feel right — I just couldn’t do it. It’s not my style. But it’s so tempting to do it because people get rewarded for that.

And who doesn’t want to get promoted? So you get lured in. That’s why I understand why people who start at corporations decide to play politics—you think it’s normal.

But “get in front of important people,” is horrible advice. Anything that is close to that, like “fake it till you make it,” or “just network your way up,” is also bad. It’s all based on appearances.

Thank god there’s another way to get rewarded.

I was lucky enough to finally meet a stand-up guy. He was a new VP in another department. We met at the elevator, talked a bit, hit it off, and decided to schedule some time to properly meet.

I thought he was very honest and confident, so I told him about the “getting in front of people” thing, and asked his opinion.

He said: “Stay out of the chit-chat. Do your work. Let your results speak for you.”

He said that he never played politics and he never applied for a manager role. He worked hard, people recognized his results, and THEY came to him with opportunities.

That’s the best piece of career advice I’ve ever received. It’s good because it’s simple. And it works for every single industry.

“Big ideas are usually simple ideas.” — David Ogilvy

But it’s also tough advice for people to take. It’s uncertain: Do your job and hope for the best. You get rewarded when you work hard.

It’s like when people say: “Good things will come in due time.”

“Yeah, right! I want to see instant results.”

Yes, and the kid wants his candy NOW. Calm down, honestly.

I get it: We’re obsessed with quick results and blueprints. We want people to tell us: Do X, and you will get Y.

But unfortunately, things are not that simple. Over the past few months, thousands of people joined my newsletter, more than a million read my articles — and from that exposure, I got new opportunities.

Want to know my exact blueprint? I HAVE NO IDEA.

I just do my work and I don’t procrastinate. I’m also not a magician. I can’t trick people to read my stuff or work with me.

No matter how many marketing hacks you use, A/B tests you run, meetings you schedule with important people, or meetups you visit — if you keep wasting time, you never get better at what you do.

Instead of always trying new things, or doing things that are not essential, try to keep things simple. Focus on your core competencies, and improve that. No gimmicks, just real work.

“Quit or be exceptional. Average is for losers.” — Seth Godin

In the end, this is the best and simplest career advice I ever got: Do your job well (you don’t even have to be the best in the world, to start; be better than average people). That’s the ONLY career advice you need. And the results will come.

If they don’t, let me know, so we can go back to sucking up. But I’m pretty sure that will never happen. For now, let’s get back to work.

This article originally appeared on DariusForoux.com.

CAMICB recognizes that during the COVID-19 pandemic, in-person education opportunities have halted with the worldwide shift to social distancing. To assist in this transition, CAMICB offers a number of online continuing education opportunities.

We have a helpful list of On-Demand webinars available here for managers to view that are free or low-cost, and CAI Headquarters has an entire library dedicated to webinars available for continuing education credit available here. All of CAMICB’s continuing education opportunities can be found here. 

CAMICB also offers the option for managers to seek out online opportunities that work best for them, and unapproved online options can be e-mailed to info@camicb.org for approval consideration.

For any questions, please reach out to CAMICB at info@camicb.org. 

By Thomas M. Skiba, CAE 
Chief Executive Officer 
Community Associations Institute

A variety of study aids are available to CMCA exam candidates online at CAMICB.org. Because CAMICB recognizes that people have different learning styles, multiple resources are available in various formats. A quick glance at those resources can be overwhelming. Here, we offer a roadmap designed to help you select and properly use those resources towards a successful outcome.

STEP 1. CMCA Study Guide. Download this FREE guide for an overview of how the CMCA exam was developed and how it’s structured. This is important to developing a study strategy. Here, you will also find the key to your studying success: The CMCA Knowledge

8 Knowledge Areas

Areas. You will be evaluated on these 8 knowledge areas, and understanding your strengths and weaknesses in each area, as well as how each knowledge area is weighted, will help you properly prepare a solid study plan.

STEP 2. CMCA Handbook. Download the FREE handbook for an overview of the program, paying particular attention to:

• Section 2: Taking the CMCA Exam highlights the policies and procedures of the exam.
• Section 3: CMCA Examination Content and Study Materials offers just that, as well as strategies for standardized test-taking.

STEP 3. If you took CAI’s M-100: The Essentials of Community Association Management, you are not fully prepared to sit for the CMCA exam. The M-100 will provide you with concrete knowledge (i.e., terms and definitions) but will not give you the knowledge to apply those terms and definitions to concepts. For example, What is a Quorum? is not a question you will see on the CMCA exam. You may, however, see a question like this, Quorum requirements conflicts are resolved by which of the following? That doesn’t mean you can skip this step. It’s still important to know the definitions in order to be able to apply them.

STEP 4. Quizlet is a FREE online tool that uses fun games and exercises to test your concrete knowledge. If after reviewing the M-100 course material, you find that your knowledge of terms and definitions is lacking, Quizlet is an excellent way to help you master those key terms and phrases, and prepare you for the next step in your study plan.

STEP 5. Best Practices Reports are FREE resource guides courtesy of the Foundation for Community Association Research. These Reports will help you gain applied knowledge in key areas found on the exam. Each report also contains case studies to help you understand how best practices are applied in real life situations, which is key to grasping an applied knowledge of these topics. If you’re a seasoned manager, spend a little extra time here. What you’ve learned on the job, may not be deemed best practices in the industry.

STEP 6. The CMCA Study Kit is available for purchase from the CAI Bookstore. A great tool for developing applied knowledge, you may purchase individual titles or the entire package depending on your needs.

STEP 7. CMCA Practice Exam is available online at a cost of $25 for one attempt and $40 for two. The Practice Exam includes questions that have been rotated off the exam and offers real time feedback on whether you were right or wrong on a question and why, offering real-world insight into the CMCA exam experience.

All of these materials to prepare you for the CMCA Exam can be found at CAMICB.org on the Exam Preparation web page. We encourage you to spend at least 6-8 weeks preparing for the Exam, and if you have any questions you can contact us at 866-779-CMCA or info@camicb.org.

We’d like to hear from managers who are studying for the exam. What’s working for you? What’s not? Please use the Comments section to let us know how you’re doing!

In March, in response to the coronavirus pandemic, CAMICB extended the CMCA recertification and annual service fee deadlines — for those credential holders scheduled to renew or recertify — from April 1 to August 1. If you’re preparing for this upcoming August 1 deadline, please keep the following points in mind:

Please Contact CAMICB by Email and Fax Only
CAMICB staff members are continuing to work remotely over the coming weeks. We are fully operational, but staff may be unable to monitor and respond to incoming phone calls in a timely manner. If you have general questions, contact us by email at info@camicb.org. Specific questions about recertification should be directed to Virginia Pierce, Credentialing Associate, at vpierce@camicb.org. 

Earning Continuing Education Remotely
CAMICB maintains a helpful list of on-demand webinars that are free or low-cost. That listing is available here. CAI offers an extensive library dedicated to webinars available for continuing education credit here. Please note that CAI continues to expand their online programming so be sure to check the CAI website – www.caionline.org – regularly for updates. 

CAMICB also offers the option for managers to seek out self-study CE opportunities. Those options should be approved prior to registration or attending. Questions about online courses that have not yet been approved for CE credit can be e-mailed to info@camicb.org for approval consideration. The written request should include a description of the course (including outline, syllabus, or summary) and the estimated length of time. 

Credits earned during this one-time extension may be used only once toward recertification. You may not count the same course work for this recertification cycle and the next. Online learning must be interactive. Interactive coursework is defined as requiring proof of participation. Please retain all course completion certificates and proof of attendance. Remember: all recertification activity is subject to audit.

CAMICB will update these policies as the COVID-19 emergency continues to evolve and will keep our credential holders fully informed. We are confident in the resilience of our community and know that we will weather this crisis together. For those of us who are distanced from colleagues and friends, please stay in touch with each other and offer each other support in this challenging time.

by Alicja Grzadkowska 14 May 2020 Insurance Business America

The coronavirus pandemic may shift working habits over the long-term. Global Workplace Analytics estimated that 56% of the US workforce already holds a job that is at least partially compatible with remote work, while Gallup data has revealed that 43% of the workforce work at home at least some of the time.

Global Workplace Analytics has also predicted that the adoption of remote work will increase the longer that employees in the US are required to work at home in the midst of government-mandated shutdowns as well as afterwards, when many businesses will likely implement risk mitigation strategies to limit the spread of the virus within workplaces.

However, alongside the benefits of allowing employees to work from home right now, there are also workers’ compensation liabilities to consider.

“It’s not uncommon for employees to suffer work-related injuries within the scope of their employment duties while working from home – injuries that may expose a company to workers’ compensation risks,” said Todd Pollock, senior vice president of workers’ compensation at Worldwide Facilities.

In light of these risks, businesses need to consider several factors when it comes to their employees working remotely. For one, at-home offices aren’t always ergonomically compliant, which can lead to injuries over time. In fact, the Occupational Safety and Health Administration (OSHA) has determined that almost a third of dollars spent on workers’ comp costs come from claims involving ergonomic injuries.

“While it may not be easy or convenient for employers to ensure that the environment their at-home employees are working in is ergonomically compliant, it’s important to do what they can to minimize the risks,” said Pollock. “This can include supplying remote workers with the proper equipment for outfitting their home office, such as an ergonomic keyboard to prevent carpal tunnel injuries and an ergonomic office chair to reduce back issues.”

Businesses also need to keep in mind that employees working remotely often work longer and with fewer breaks than they would in a regular office setting.

“Employees working from home may not be adhering to typical office hours,” explained Pollock. “For example, instead of an eight-hour day with two 10-minute breaks and a lunch hour, employees may decide to power through their workday with no break at all, causing physical fatigue and injuries associated with carpal tunnel, neck and back pain, and forward head posture problems from sitting at a computer and rounding the shoulders to lean the head forward.”

In turn, work-related musculoskeletal disorders can arise, which in the US typically exceed $50 billion annually in workers’ compensation claims, according to OSHA.

Finally, companies with employees working remotely should be aware that accidents can happen at the home office, and that business owners bear responsibility for providing their staff with a safe working environment. Furthermore, home-based workers have the same workers’ compensation benefits as office employees do.

“This is why it’s not unusual for the courts to rule in favor of an employee in a workers’ compensation claim due to an at-home injury while working remotely,” said Pollock. “When it comes to workers’ compensation, the law doesn’t differentiate between an accident occurring at a home office and an accident occurring at an office building downtown.”

One example of this type of claim was the case of Sandberg v. JC Penney, which focused on a claimant that was denied compensation for an injury she incurred while walking from her home to her garage to perform a work task. As a result, companies should introduce risk mitigation measures for their work from home employees, such as establishing a safety policy for employees working remotely.

“Because employers have little or no control over the environment in which their work from home employees are conducting company business, they need to understand the increased potential for workers’ compensation risks under their state’s workers’ compensation laws,” said Pollock. “Staying informed on workers’ compensation issues and trends can help insurers, employers and stakeholders better manage emerging risks.”