With another holiday season in full swing, employers face a familiar challenge: helping their workforce navigate the complex blend of year-end pressures and holiday expectations.
The stakes are higher than many leaders realize. Recent data from employee recognition program Workhuman shows that while the season brings joy and celebration, it also generates significant stress for employees, particularly around finances, work-life balance and performance expectations.
That stress has a well-documented impact on individual employees as well as the business overall. Recent research from the Society for Human Resource Management (SHRM) found that 44% of 1,405 U.S. workers surveyed feel burned out at work — feelings that only intensify this time of the year. In fact, more than half of us say we’re experiencing more holiday stress than ever.
“It’s important to make sure employees feel appreciated and supported during the holiday season,” said Traci Pesch, practice lead and strategist at Workhuman. “Whether it’s work-related stressors or something personal going on in the life of an employee that makes this time extra difficult, leaders need to make a concerted effort to celebrate what makes those people such valuable contributors to their organization.”
The cost of stress
According to Workhuman’s survey of 3,000 full-time employees across the U.S., U.K. and Ireland, financial concerns are the primary source of holiday stress for 64% of employees, with 35% depending on year-end bonuses to cover their holiday expenses.
Meanwhile, one-third of workers report feeling more stressed during the holiday season due to increased workloads and pressure to meet year-end goals.
The situation is particularly acute for working parents. A survey of 500 working parents in the U.S. by Bright Horizons and Opinium Research found that nearly half of parents with children aged 0-12 experience more stress during the holidays, mainly due to juggling work and childcare.
The survey determined that mothers are significantly more likely to experience increased stress (55%) compared to fathers (30%).
Charlotte Anderson, head of people experience at design platform Canva, emphasizes that recognition should be a year-round priority, though it takes on special urgency around the holidays. “Developing a strategy for recognizing employees at the end of the year is especially important as the holiday season often brings heightened stress, fatigue and burnout,” she said. That observation is supported by Canva’s recent workplace survey, which found that three-quarters of respondents wish they felt more appreciated.
The impact of recognition cannot be understated. Canva’s research, based on responses from 1,500 employees in the U.S. and Australia, indicates that recognition boosts motivation (among 87% of employees), confidence (85%) and productivity (84%).
However, Anderson warns against taking a one-size-fits-all approach. “Team members want to feel seen as individuals,” she said, stressing that just half of those surveyed felt their bosses recognized their unique qualities.
What truly matters
Rather than traditional perks or awards, Anderson suggests focusing on what truly matters to employees: flexibility, inclusion, work-life balance and opportunities for growth. Some practical approaches include:
Offering heartfelt notes or “hype reels”
Fostering two-way communication and feedback
Embedding “surprise and delight” moments throughout the employee lifecycle
Tying recognition to core values
Creating meaningful celebrations with visual communication
Those strategies align with what Sandra Moran, chief customer experience officer at WorkForce Software, advises, noting that what matters most to many employees is having control over their schedules. That is particularly critical for deskless and shift-based workers, who often face greater scheduling challenges around the holidays.
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.
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.
Does the stakeholder approach to business still matter in a climate dominated by raw, power-play decision-making?
Stakeholder proponents like Darden School of Business Professor Ed Freeman say the answer is yes, even as corporate executives pull back on commitments to workers and political leaders today enact massive changes that will deeply affect employees and other stakeholders.
“The opportunity for businesses to step up is huge,” Freeman said.
New research suggests that is exactly what people want.
A recent survey gauging what people expect from corporate America ranked ethical leadership as the No. 2 expectation people have for business. That result was up from the No. 7 spot last year.
Similarly, respondents listed the expectation that corporations “communicate transparently” rose to the No. 4 rank this year, from No. 12 the previous survey.
The No. 1 result: People expect and want fair, living wages.
The annual Americans’ Views on Business Survey, conducted by JUST Capital, is intended to identify what the public expects from business, what issues matter most, and where there are opportunities for business leadership.
JUST Capital was co-founded in 2014 by a group from business, finance and civil society who “believed that business and markets can and must be a greater force for good.” The founding members include investor Paul Tudor Jones II, who earned an economics degree from the University of Virginia.
Freeman, who collaborates regularly with JUST Capital, said this year’s survey results are not surprising, as they fit with a pattern of public sentiment for ethical, fair behavior toward employees and other stakeholders such as suppliers, communities and investors.
“If you ask American people what they want about their business, they want them to essentially create value for their stakeholders. That’s the short form of what this survey says,” Freeman said. “They place fair wages, dealing with customers in the right way, and ethics, at the top of the list. This isn’t some weird idea. It’s what people expect.”
Stakeholder capitalism is defined broadly as an approach to business in which a company or organization considers how its actions will affect all stakeholder groups, rather than fulfilling a responsibility only to shareholders. The approach urges consideration of employees, customers, suppliers, the community and the environment – as well as shareholders.
“The opportunity for businesses to step up is huge.”
ED FREEMAN, DARDEN PROFESSOR
Stakeholder capitalism or stakeholder theory have long been core to Darden’s curriculum and School values. Freeman, who has taught stakeholder theory and ethics at Darden since 1987, is credited with articulating the original stakeholder tenets in a business context in his 1984 book “Strategic Management: A Stakeholder Approach.”
JUST Capital said the latest survey results mirror sentiments expressed by voters in the November 2024 election cycle: “Americans are concerned about their economic well-being, about how they are treated as consumers, about being able to support their families. And they appear distrustful of institutions as they repeatedly call for increased transparency, corporate accountability and leadership.”
For Freeman, the results bolster Darden’s commitment to teaching responsible leadership, while giving corporate and government leaders more reason to think about how their decisions affect others.
“When the effects are not good, you’re partially responsible for that,” he said. “Stakeholders are responsible too, but you’re partially responsible for the effects of your actions. That’s just ethics 101.”
The survey’s top 10 issues that members of the public identify for business:
Pays a fair, living wage
Acts ethically at the leadership level
Supports worker wellbeing
Communicates transparently
Provides benefits and work-life balance
Supports workforce advancement and training
Treats customers fairly
Offers fair pricing
Creates jobs in the U.S.
Protects customer privacy
About the University of Virginia Darden School of Business
The University of Virginia Darden School of Business prepares responsible global leaders through unparalleled transformational learning experiences. Darden’s graduate degree programs (MBA, MSBA and Ph.D.) and Executive Education & Lifelong Learning programs offered by the Darden School Foundation set the stage for a lifetime of career advancement and impact. Darden’s top-ranked faculty, renowned for teaching excellence, inspires and shapes modern business leadership worldwide through research, thought leadership and business publishing. Darden has Grounds in Charlottesville, Virginia, and the Washington, D.C., area and a global community that includes 18,000 alumni in 90 countries. Darden was established in 1955 at the University of Virginia, a top public university founded by Thomas Jefferson in 1819 in Charlottesville, Virginia.
We had the privilege of speaking with Candace Lewis, CMCA, AMS, PCAM, into this particular topic. She is the Director of Marketing for Cardinal Management Group, LLC, a privately held, locally founded firm in Woodbridge, VA.
It’s crucial for professionals in every industry to stay up to date on new technologies and the community association management profession is no different. Managers are embracing a variety of tools to improve efficiency, productivity, communication, resident satisfaction and better collaboration with Boards and business partners. From selecting the right device (phone, tablet, app, etc.) to choosing the appropriate software that suits their needs, these tools help make managers’ lives and jobs more rewarding.
Technology in Action: Streamlining Processes, Maximizing Efficiency
“There was a time when information about communities was kept in a binder and, as a manger, you had to lug that binder to meetings so you had the information you needed at your fingertips,” said Candace Lewis. CMCA, AMS, PCAM. “Now, having it digitally accessible on your phone, tablet or computer allows for easier access and searchability. Most documents have Optical Character Recognition (OCR), which makes finding specific language or keywords much easier in a litany of governing documents. For example, I was at an Architectural Review Committee appeal hearing with a Board of Directors questioning what the rule stated about the height of a retaining wall; I was able to quickly find the answer on my tablet. Instead of delaying their decision to the next meeting, the Board was able to quickly move forward.”
Candace further explains that tasks like violation reporting and tracking have significantly improved with technology. “Instead of using a clipboard, pen and paper to log violations, we now have community management software, such as CINC, SmartWebs or FrontSteps, that help managersefficiently handle these issues by quickly uploading photos while sending the violation notice in real-time,” said Candace. “Homeowners receive an email about the violation and, in turn, more swiftly remedy the issue. Depending on the platform used, homeowners can also log-in to see their outstanding violations and any photos the manager has uploaded.”
Digitizing resales in HOAs helps modernize the process, making it faster, more efficient, and more transparent. It provides significant benefits in terms of operational efficiency, cost savings, enhanced communication, and compliance. Candace explains, “There was a time when a potential buyer had to wait for a large package of documentation to arrive in the mail before they could review the association’s governing documents, prior to moving to settlement. Hard copies required an individual in an office to print, organize and mail to the potential buyer. Now, services like CondoCerts, HomeWise and others offer a digital delivery of these documents making it less time consuming with minimal paperwork. “For both homeowners and managers, the transition to a digital system creates a smoother, more convenient experience while also improving the long-term management and oversight of the community,” added Candace.
The pandemic fueled the rise of virtual meetings and the use of Zoom, Microsoft Teams, or Google Meeting platforms to host these events. As a result, many Board and Annual Meetings are now hybrid or fully virtual. Further, what has also become an option for many managers is the opportunity to continue working remotely. “In the past, when homeowners or homeowner volunteers wanted to meet with us, we’d convene at the office or onsite,” said Candace. “Now, we can quickly arrange a virtual meeting, which is helpful when having difficult conversations that are easily misinterpreted via phone or email. In addition, regularly scheduled virtual team meetings have also enhanced collaboration and meaningful “in-person” dialogue.”
Candace offered one of the most popular uses of technology, as a manager, is the thoughtful use of AI platforms to help managers craft email responses, homeowner notices, newsletters, email blasts, requests for proposals, policy resolutions, bid comparisons, and more. “I use ChatGPT and Grammerly, like many others; however, some software companies have developed their own AI add-ons, such as MicroSoft’s Azure AI,” said Candace. “AI is also a great tool to use on most mobile devices when communicating with a homeowner whose first language is not English.”
Are there challenges in convincing homeowners to use newer technology? Absolutely. “Most people need another login credential like they need a crack in their foundation,” quipped Candace. “Urging anyone to download an app or create a new sign-in, isn’t always easy.”
Candace notes, more importantly, as data and operations go digital, cybersecurity becomes a critical concern. Managers must stay updated on best practices for protecting resident data and ensuring that functions such as online payment systems, communications channels and other digital tools are secure from breaches.
Staying abreast of new technology helps community association managers improve operational efficiency, reduce costs, enhance resident satisfaction, maintain compliance, and stay competitive in a changing market. “It’s not just about keeping up with trends – it’s about using technology to create a more streamlined, responsive, management approach,” said Candace.
Candace expressed that information about new technology is often in mainstream media; however, technology specific to community associations is best discovered at the CAI Annual Conference or local chapter conferences and expos. Additionally, she finds “ads and articles in CAI publications have been a great help in spreading the word about the many options available.”
Technological Proficiency In Community Association Management is the sixth 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.
The crowd is roaring. The lights are up. The stage is set. At that moment, no résumé, portfolio or pedigree can help a musician hit the right note. It’s all about performance. The same holds true in the corporate world. The clearest sign of executive readiness is a leader’s ability to perform under real pressure: When uncertainty is high, stakes are real and others are looking for direction. And in a business climate where leadership turnover is accelerating, companies can’t afford to cast their headliners without a proper soundcheck.
Over the years, I’ve helped companies navigate high-stakes leadership transitions. Time and again, I’ve seen that the most effective leaders aren’t the ones with the best résumés, but the ones who’ve proven they can perform under pressure. What I’ve learned is simple but often overlooked: the best leaders are the ones who have already delivered a strong performance when it mattered most. Here’s how organizations can rethink leadership readiness by drawing inspiration from the way rock bands test and elevate their talent.
Résumés Don’t Predict Readiness — Live Performance Does
It’s easy to be dazzled by credentials, tenure and polished interview skills. But a strong résumé is like a pristine demo tape: it might sound good, but it doesn’t tell you how someone will perform on a live stage.
Research consistently shows that leaders who stay calm and composed in high-pressure situations have a significant impact on team outcomes. Teams take their cues from the people leading them. When leaders stay composed under pressure, the ripple effect shows up in performance, collaboration and resilience. That kind of steadiness doesn’t show up in interviews but rather in the hard moments, when direction and calm are most needed.
Executive search firms are seeing a shift in how boards define “readiness.” What matters most is how someone shows up when everything is on the line. Companies need to focus on leaders who’ve already faced tough moments and demonstrated they can lead through them with clarity and resilience.
Interim Leaders Are the New Test Run for the C-Suite
More companies are turning to interim executives to observe how a leader handles the job under real conditions before committing to a long-term hire. Demand for interim CFOs and other top-level leaders is rising fast, and these roles are increasingly being used as quiet auditions for the long term.
I’ve seen interim roles serve as powerful auditions that can either uncover a leader’s readiness or expose critical gaps long before a permanent offer is made. Interim roles offer a glimpse into how a leader handles ambiguity, drives strategy and gains trust without the commitment of a long-term hire. But they also carry risk. Interim leaders can flounder without clear expectations and support, leaving organizations worse off.
Much like a band might bring in a touring musician to test chemistry and capability before offering a permanent spot, businesses are using interim roles to simulate the pressure of the top job. Interim roles have become the rehearsal space for the C-suite, offering leaders a chance to prove themselves before the spotlight turns on for good.
Flattened Orgs Are Losing Their Next Leaders
The pandemic-era push for agile, flatter organizations has helped eliminate bureaucracy but eroded the traditional leadership pipeline. “The Great Flattening,” a trend where companies eliminate middle layers of management, is making it harder to identify, train and promote the next generation of executives.
Without strong VP-level roles that stretch talent and provide real leadership reps, companies are starving their future stars of stage time. It’s like skipping the opening act and expecting someone to headline flawlessly.
That’s why companies must treat mid-level leadership as a developmental phase, not a holding pattern. These roles should be structured to challenge, empower and evaluate performance under increasing responsibility. I’ve always seen VP roles as more than middle management. They’re the training ground where future executives build the instincts and experience they’ll need when it’s their turn to lead.
The Final Encore
Leadership readiness comes through in real moments — not in theory, but in how someone leads when it counts. When the spotlight hits, you either rise or fall. Companies can avoid costly misfires at the top by shifting focus from credentials to real-world performance, treating interim roles as meaningful auditions and rebuilding mid-level proving grounds.
In the end, what matters most is having people who can step up and deliver when the moment demands it — just like the bandmates who shine when the crowd’s waiting and the lights come up.
By Kelly G. Richardson, Esq., HOA Homefront Column
California HOA managers are unregulated, with no required license or minimum education. Rental managers must have real estate broker licenses, but not HOA managers. There is a wide range of qualification and experience in the profession, so finding indications of superiority is important.
California has a purely voluntary designation from Business and Professions Code 11502, which defines a “Certified Common Interest Development Manager” as one who received 30 class hours in designated topics from a professional association of HOA managers. Section 11504 requires managers to annually disclose whether they are “Certified” and prohibits false claims of “certified” status.
Four organizations educate and credential California managers: Institute of Real Estate Management (“IREM”); California Association of Community Managers (“CACM”), Community Association Manager International Certification Board (“CAMICB”), and Community Associations Institute (“CAI“).
IREM is a national organization, with about 20,000 manager members, offering education and various property management credentials. Its managers are mostly non-residential, but over 300 California managers hold the “Accredited Residential Manager (ARM)” credential. The ARM requires 45 class hours in either rental property management or CID management and passing a half-day examination. The ARM does not qualify for “Certified” status in California.
CACM is a California organization which was founded in 1991 by a group of veteran HOA managers. Presently 1,437 of CACM’s 1,893 active manager members hold its Certified Community Association Manager (“CCAM”) credential. The CCAM requires 36 class hours and qualifies managers as “Certified.” CACM has a more advanced credential, the Masters of Community Association Management (“MCAM”), which involves 5 years minimum of CCAM status, an extensive written exam, a written case study analyzing an HOA and oral presentation, and 28 more class hours. Six managers are CACM MCAMs.
CAMICB administers the “Certified Manager of Community Associations (CMCA”)” credential. Originally affiliated with CAI when formed in 1995, the organization is now an independent credentialing body. Attaining the CMCA requires either two and a half days of instruction, five years’ experience, or the CCAM credential, and passing a 120-question exam. California currently has 1,270 CMCA managers.
The Community Associations Institute consists of 64 chapters, including 8 in California. Founded in 1973, CAI trains managers in the United States, Canada, Australia, South Africa, and United Arab Emirates. CAI offers three credentials: “Association Management Specialist (AMS)”, “Professional Community Association Manager (PCAM)” and the “Large-Scale Manager (LSM)”. The AMS credential requires attaining the CMCA credential, two years’ experience, and two additional days of classes. Currently, 770 California managers hold this credential. Managers holding the AMS designation qualify as “Certified” in California after taking CAI’s 8-hour California law course.
The highest widely-established general management credential is CAI’s PCAM designation. This requires five years’ experience, almost 100 total class hours, and preparation of a 100–200-page exhaustive study of a large HOA. About 80% of applicants achieve the PCAM on their first attempt. 281 California managers currently hold this credential. Larger or higher profile properties may prefer PCAMs or those working toward it. The LSM credential requires a PCAM and additional education regarding large associations.
Ask about designations, and make sure YOUR manager holds an earned credential (not just anyone in their office). Demonstrated achievement in professional education is helpful in evaluating prospective managers.
[Information: www.irem.org, www.cacm.org, and www.caionline.org.]
At a large co-op in Lower Manhattan, one of the nine board members recently sold his apartment and moved to another state. A second member is living in a foreign country with his family and subletting his apartment, saying he will eventually return to the building. Both are still serving on the board of directors. Is this legitimate? What can shareholders do if they’re unhappy with the arrangement?
The law does not dictate that co-op directors must be residents of the building, or even shareholders in the cooperative, replies the Ask Real Estate column in The New York Times. However, a cooperative’s governing documents could contain such qualifications and requirements.
Start with the bylaws. Do they allow people who don’t live in the building to serve on the board of directors? Do they require shareholders who have sold their shares to relinquish their board seats?
It’s possible that the bylaws are silent on these questions. But if residency is required, shareholders could compel the resignation of the nonresident directors, says Leni Morrison Cummins, chair of the condominiums and cooperatives practice at the law firm Cozen O’Connor.
The situation at this Lower Manhattan co-ops raises a larger issue facing many co-ops: Is the board serving the interests of the residents, or of investors? Over time, cooperatives have allowed shareholders not just to have their primary residence elsewhere or rent to a subletter, but to buy shares as investors.
“This,” Cummins says, “has led to many cooperatives having split populations: one of residential shareholders and one of investor shareholders.” Typically, she adds, resident shareholders want to invest to make their daily lives better and to maintain restrictions on occupancy and sublets. Investor shareholders, on the other hand, often prefer to keep costs down and to loosen restrictions on occupancy and sublets.
Shareholders can vote to create a residency requirement, but if your building has many investors, this could be difficult. “If the shareholders don’t amend the bylaws to restrict board membership, try to develop a meaningful relationship with the nonresident board members and share your concerns,” advises Andrew Bart, senior counsel at the law firm Kagan Lubic Lepper Finkelstein & Gold.
And remember that a housing cooperative is a democracy, so disgruntled shareholders can participate in the next election. “Campaigning and collecting proxies can take some effort,” William Geller, counsel at the firm Braverman Greenspun. “But if the (shareholders) wants to change the direction of the building, that can be a very effective way to get things done.”
