Did you get the Community Association Management SmartBrief this week? CAMICB provides 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.
Are you part of our LinkedIn group? Why not?!
To join the CMCA group on LinkedIn, you must first log in to your LinkedIn account. Then visit the group’s page at https://www.linkedin.com/groups/97333 and click the “Ask to Join” button. Your request will be reviewed within 24 hours and you will then receive a notification regarding the status of your request.
Join the conversation!
CMCA credential holders celebrating 10, 15 and 20 years as credential holders were sent a commemorative pin to recognize their achievement. Congratulations!
All CMCAs work with CAMICB to set and maintain the standard for the community association management profession worldwide. Take a moment to reflect on what you have achieved:
- You earned the CMCA credential, the only internationally recognized credential for community association managers, making a clear and visible commitment to professionalism in your field and becoming part of a highly respected community of over 17,000 CMCA-credentialed managers around the world
- You committed to uphold the CMCA Standards of Professional Conduct, a commitment indicative of genuine respect for your clients, your peers, and your profession, and you have honored that commitment
- You have reaffirmed your commitment to professionalism in your field by maintaining your CMCA credential in good standing and completing an ongoing program of professional continuing education
For those of you with a new pin, wear it with pride! Take a selfie with your pin and send it to CAMICB at email@example.com – we’d love to share your accomplishment on our Facebook page.
CAMICB’s mission is to ensure that community association managers practice with professionalism, integrity, and knowledge. For more than 20 years we have been dedicated to working on your behalf, maintaining the strength and integrity of the CMCA credential and advancing the community association management profession. Your commitment to your CMCA credential represents your commitment to your career, your peers, and your profession.
By Abby Wolfe of The Muse. Abby works in health education and prevention at a university in Washington, DC
When it comes to liking your job, the way you feel about your manager could be the deciding factor. In fact, according to a recent employee engagement survey , 50% of people who quit identify their boss as the reason they left.
This rings true for me. I’ve experienced both good and mediocre supervisors, as well as a few who made me want to rip my hair out. One created such misery that I was constantly devising my exit strategy.
But before you turn yours into a scapegoat for all that goes wrong in your life, hear this: Blaming everything on her may be more comfortable, but the real problem could actually be you. Yes— you.
You’re Assuming She Can Read Your Mind
Two years ago, my company’s senior vice president and I were discussing a rough patch my team was going through. Because we had a good rapport (most likely because he supplied our office with the very best snacks), he had no problem being straightforward.
“Look,” he said, “I can’t read your mind. I have no idea what you’re thinking. If you want something, you need to just say it .”
I’ve repeated this advice to myself and others many times since then because it’s so spot on.
Not only is your boss not a psychic (most likely), but she also isn’t sitting around all day attempting to decode your every move. Yes, part of her role is managing you, but she has other responsibilities, too.
If you need help, ask. If you’re feeling overwhelmed , tell her. ( This article lays out how to have that conversation.) If you’re disappointed she didn’t give you a promotion, discuss what you need to do to get one. Don’t wait for her to come to you about everything. You’ll just end up feeling frustrated and disgruntled. And nobody wants that.
You’re Not Keeping Her in the Loop
Shortly after starting a new position, my supervisor and I had an uncomfortable conversation. Another department’s director wasn’t thrilled with the quality of my work, and my manager wasn’t very happy.
After sharing my side of the story, her understanding and support were a relief. But, of course, my initial thought when she called was Wow, I can’t believe she’s coming at me like this.
But she’d felt blindsided. In our most recent one-on-one, I’d indicated that everything was “oh fine, just fine,” and then she heard something different. If you’re a team leader, it’s not fun when it appears as if your team isn’t up to snuff.
Imagine if, instead, I’d said, “I’m struggling with this,” or, “I just wanted to give you a heads up about [insert issue].” She would’ve felt much more prepared to field complaints, and we probably could’ve avoided our awkward phone call.
If you’re ever hesitant about bringing a potential (or definite) issue to light, just do it. It may not end up mattering, but if it does, it’s best to have it out in the open as early as possible.
Your Performance Isn’t Up to Par
This shouldn’t come as too much of a surprise, but if you’re dropping the ball, your boss probably won’t react very favorably.
She may lose confidence in you and not assign you to new projects. Or put you on a performance improvement plan. She may never give you a raise or a promotion. And hey, she may even demote you. ( Womp womp .)
None of these scenarios is preferable. Or joyful. And any of them may make you want to endlessly grumble about how utterly horrible she is.
But if you’re missing deadlines, half-assing your assignments, or goofing off all day, it isn’t her fault. It’s yours.
Try to view yourself (as an employee) objectively. Is there anything you could be doing better? Are there any areas requiring more effort or fine-tuning? If you improve what you can control, she may start to react more positively. And, alas, you may realize you don’t hate her so much after all.
You’re Letting Your Personal Feelings Get in the Way
The truth is, you just aren’t a big fan of her. Her laugh is too high-pitched, she always heats up fish in the microwave , and her communication style’s a little too blunt for you.
And because she’s not your cup of tea, every single thing she does is wrong. Even if it really isn’t. That email she sent to your colleague wasn’t actually a waste of time, you just thought it was because she sent it. Basically, you’re letting your personal feelings about her taint your opinions about her work.
You need to separate your feelings about her personality and mannerisms from the job at hand. Because while you may not want to hang out with her on the weekend or invite her to your birthday happy hour, that doesn’t mean she’s a bad manager . And until you remove that judgmental lens you’re viewing her through, you’re just sabotaging yourself.
The CMCA Challenge
When Kayte Comes, Executive Director of the CAI Central Arizona Chapter, took the leap to invest a significant amount of resources into a program to support and encourage community managers to earn the CMCA credential, she had no idea it would be so popular. So fast.
Comes developed the program, The CMCA Challenge, with an emphasis on meeting the specific needs of managers in her community. Specifically, they targeted community managers who only held the local certification (the Certified Arizona Association Manager) and those community managers who lacked employer support to earn the CMCA credential.
“We really wanted to create a unique opportunity for candidates to attend a focused CMCA study session, conducted by highly qualified Central Arizona PCAM managers, culminating in candidates taking the CMCA exam that very same day,” said Comes. “It was also important to offer the study session and exam at an appealing price point.”
Comes and her team at the Central Arizona Chapter opened the registration process for The CMCA Challenge in September 2016 and within two days, the session was full with a total of 60 participants. The cost per participant was $50, including the exam fee.
Participants were given instructions to download the free CMCA Study Guide and to begin preparing, on their own, for the exam. They had three months to review the materials and familiarize themselves with the exam content. Comes and her team were in regular contact with the program participants, reminding and encouraging them to study and prepare to make the most out of that day. Then, on December 7, 2016 the group convened in Phoenix for a structured three-hour study session where they went through the practice exam, asked questions and shared different business scenarios. Following a one-hour break for lunch, the group took the two and a half hour CMCA examination.
The CMCA Challenge was intended for experienced community managers, but the requirements were simple. A candidate had to meet one of the following criteria:
- A candidate had to be a community manager for at least five years.
- A candidate must have successfully completed the M100 course.
- A candidate must hold the CAAM certification.
Said Comes, “We were thrilled to have a 91 percent pass rate which is the highest passing rate in the country for a group that size who took the exam.”
In addition to the interactive, in-person study session, Comes credits the success of the program to starting the process early – allowing three months of study and preparation with weekly reminders and words of encouragement.
The CMCA Challenge participant Doug Eagen, CMCA, shared this: “I was very happy to hear the news that I passed the CMCA Challenge! The support we received from the Chapter was unprecedented and I really appreciate them undertaking this CMCA Challenge event. I hope it will be duplicated in many other places.”
In a business driven by community, Comes noted, “We also reached out to the community and received incredible support from a number of organizations including Burg Simpson, Butler Hansen, PC, Desert Classic Landscaping, Goodman Law Group, KLWT, Metro Phoenix Bank, PPG Paints, Sherwin Williams and Father Daughter Reserve Studies.”
Comes hopes to make The CMCA Challenge an annual event.
The CAMICB Board of Commissioners approved a new continuing education policy for individuals seeking CMCA recertification. The policy is as follows:
CMCA recertification requires the completion of 16 hours of continuing education within a two-year certification period. Current CAMICB policy states credit hours may be earned only for education that meets either of the following criteria:
- It pertains to community association operations or management
- It contributes to the professional development of the CMCA
Further continuing education credit specifications include:
- Educational courses are offered by approved course providers.
- One half of the continuing education credits may be obtained through in-house training courses.
- Local law seminars and local college or university courses pertaining to accounting, business practices, computers, or foreign language will count toward the continuing education requirement
- Courses related to buying and selling real estate are not acceptable.
- Self-study credit must be pre-approved by CAMICB and is limited to no more than four hours every two years.
- Teaching a course related to community association management can qualify for credit.
- Publishing an article in a regional or national community association publication may qualify for credit.
- One hour of credit equals one hour attended.
- Credit for a course may only be submitted one time per recertification cycle.
- Online learning must be interactive. Interactive coursework is defined as requiring proof of participation.
The CAMICB Continuing Education Review Committee has reviewed and approved a list of coursework for CMCA recertification continuing education credit. This list can be found on our website.
Coursework approved by a state regulatory agency for manager licensing requirements will be approved for CMCA recertification continuing education credit. These states currently include: Colorado, Florida, Georgia, Illinois, Nevada, Virginia.
Community association management company in-house training material must be reviewed and approved by the CAMICB Continuing Education Review Committee. Only one half or eight (8) continuing education credits may be obtained through pre-approved in-house training courses.
CMCA prerequisite coursework is also approved for continuing education. CMCAs may not use the coursework to meet both examination eligibility and continuing education requirements. For example, if a CMCA used CAI’s M100: The Essentials of Community Association Management as their prerequisite education to sit for the CMCA examination, they may not submit it for CMCA recertification continuing education credit.
Coursework which meets the standard criteria may be submitted for review and approval to CAMICB. If proposed coursework is judged to meet the criteria set forth, it will be approved for a two-year cycle.
Coursework which has been previously approved by CAMICB, may be re-submitted for staff approval in consecutive years, if the coursework has not been altered between years.
A CMCA may seek approval from CAMICB for a course not provided by a pre-approved course provider. CAMICB staff will review the learning objectives and credit allocation to determine eligibility. CAMICB staff may consult a member of the Continuing Education Review Committee when necessary.
The changes mostly pertain to the approval of coursework. Check to make sure your CE course providers have been approved by CAMICB by checking our online list. If they haven’t, send over the course info (I.e. learning objectives, outline, etc.) to our Recertification Associate, Rachel LaCroix at firstname.lastname@example.org. She will be happy to answer any questions you may have.
The Foundation for Community Association Research is launching the 2017 Community Manager Compensation and Benefits Survey and you’re invited to participate!
Conducted by independent research firm Industry Insights, Inc., this survey for managers and management company CEOs and executives is a valuable tool for benchmarking compensation levels in the community association industry.
Check your inbox for an email from Shawn Six (email@example.com), the CEO of Industry Insights, Inc., with your own unique link to the survey. If you don’t see the email in your inbox, check your spam folder or sign up here to complete the survey.
All participants will receive a personalized report comparing your responses to aggregate data from all respondents. You’ll also be entered into a drawing to win one of five Amazon Echo Dots!
If you have any questions, please do not hesitate to contact the Foundation’s Executive Director, Dave Jennings. His information is below.
Dave Jennings, CAE, SPHR, SHRM-SCP (703) 970-9234 firstname.lastname@example.org
Thank you for your willingness to participate!