Surviving the dreaded board recall
Adamen Inc. HOAManager Newsline
by Julie Adamen
A property manager's opinions on a requistion to remove
directors.
—editor
I have had discussions with many industry professionals who have
endured recalls, but not had the good fortune (*snort*) to experience
it first hand in my managing career. Alas, that experience is no longer
on my bucket list: Recently I consulted with a Board of whom five out
of
the seven members were subject to a recall election. I expected it to
be
unpleasant, I didn’t realize the magnitude of the impact that event
would have on the Board members and the community itself. Frankly, it’s
a long and bloody process that pits neighbor against neighbor and
leaves everyone bruised and battered. In short, it’s an awful, awful
thing that typically does little but make misery.
If you’ve been through the process, I’d welcome your thoughts on how to
get yourself, and the Board, on the other side of the event in as close
to one piece as is possible. For now, here are my thoughts on getting
through the ugly mess that is recall.
The Basic
Premise of Recall
In the political process of community associations there is opportunity
for the real or imagined possibility of a Board of Directors to “go
astray” from their duties. Since the community is managed by elected
representatives, one remedy available for an aggrieved group is to
recall, by direct vote, the elected individuals that are suspected of
such transgressions.
What to Expect
The recall will cost money. If you manage in California, there are
special requirements for all elections, recalls included, to use a
third party to administrate the process. If you manage elsewhere, there
are all the normal costs associated with elections, including legal
fees, mailing, printing, etc. In the recall election I witnessed, the
cost was in the $15,000 range.
Recall is stressful and personal to the Board. There is no sense in
denying it; a recall is a personal, public rebuke to a Board. As they
have spent countless volunteer hours working on behalf of the community
for months or years; most of it unknown, unseen and unacknowledged.
Recall is stressful to the community. The members will be required to
take sides in this process and that is stressful. A depressive pawl
spreads over the community, taking most of the joy out of the
environment. Everyone would like to get along, they thought they were,
and now they are not. Is it time to move?
It will grow beyond the purported original sin(s). The recall crowd
will pander to and bring along others to their cause; including those
with ancient, festering beefs with the association that happened so
long ago they may have been etched on stone tablets; those who are
still unhappy the board didn’t approve a patio extension in ‘09; those
who simply want attention or have a general axe to grind; even ex-Board
members seeking an additional 15 minutes of fame. A recall gives all of
these folks, and more, a common platform to stick it to the Board. “The
enemy of my enemy is my friend.”
Small things will become big things. Trivial incidents are blown out of
all proportion, wild-eyed emails (IN BIG FONT AND BRIGHT COLORS!)
indicating vast conspiracies, transgressions and illegal activities on
the part of the Board and/or management, outright lies told as fact and
petty jealousies ramped-up to the point of no return. All you can do is
buckle in and hold on tight.
Battling egos. From my observation and from those of colleagues who
deal with them regularly, recall, as a political tool, is often used to
(attempt to) ram through personal agendas that have little to do with
the betterment of the community and a lot to do with personal
aggrandizement (shocking!).
Management is part of the problem. Typically not true, of course, but
if more poo can be spread to sweeten the fertile ground of unrest, it
surely will be. Management will get caught up in the blame game, as of
course, you work with the Board, so you must be one of “them.”
Projects and initiatives will slow down or halt completely, and
Board meetings will be less productive and take longer as a recall
requires an incredible amount of emotional energy. People only have so
much bandwidth; especially when this isn’t their life—it’s a
volunteer position.
A recall is a very draining exercise. Yes indeed, a recall is an
energy-draining exercise that will tax your emotional resources, try
your patience and set your teeth on edge. Now—think about the Board,
multiply that by three and you have how they feel and they aren’t even
getting paid. Some members of your Board may go temporarily
incommunicado as the stress builds. It is best to be understanding of
this phenomenon rather than be judgmental. Usually, they will come back
after some cooling time.
What a Manager
Can Do
Stay calm and steady. Even if the Board is publicly handling the recall
well, rest assured that privately they are running a range of emotions
and that is absolutely understandable: Sadness, anger, frustration…
It’s all a part of having their integrity impugned by people with whom
they share common interests, a neighborhood, and on whose behalf
dutiful board members have worked tirelessly—without compensation. The
greatest gift management can give the Board under recall is a steady,
calm presence that keeps them as on track as possible yet acknowledges
what they are going through.
Project
professional impartiality
As an outside consultant, I spent several hours with leaders of the
recall group, listening to their issues and even inspecting the
property with them. It was cordial, and somewhat productive at least in
getting a sense of who was coming from where (politics make very
strange bedfellows!). As the manager, you’ll have to interact with the
“other side” quite a bit, much of it quite stressful as you, too, are
dragged in to the emotionally-charged swamp of recall. This is the time
to dig deep for every ounce of knowledge and experience you have in
dealing with very difficult people: Don’t be goaded in to a spitting
match with anyone, stay out of the crazy email trains and take a very
deep breath when answering questions from the more-than-ever-angry
crowd. Hard to do, yes, but it’s the best thing for your emotional
health, the Board and the community as a whole.
This, Too, Shall
Pass
A recall election will suck the air out of the room while it’s
happening, but it will pass. Pieces will need to be picked up so, with
your help and if it’s possible, the community can glue itself back
together. This, too, will be a part of your job and one aided greatly
by your professional comportment during such a stressful and discordant
process. Part of your job will be to show the way back to normalcy,
handling the day-to-day business affairs of the community (almost?) as
if nothing happened.
So how did the (above-referenced) recall work out? The Board opened
communication channels, held special “chat” meetings and spent
countless hours speaking informally with owners. Supportive
“anti-recall” groups sprang up, sending out emails countering the
recall effort. All of these endeavors marshaled supporters who turned
out in droves on the actual day of election. The Board beat the recall,
and not by a small margin. The best part? When the results were
announced, the crowd of over 300 people leaped to its feet and gave a
five
minute standing ovation, with high-fives, tears and hugging all
around—and that was the crowd, not the Board. Frankly, one of the most
gratifying moments I have witnessed in my near-30 years in the
industry. The Board received a resounding vote of confidence to carry
on with their chosen agenda.
The Wrap Up
For the manager, I recommend calm, patience, understanding, and a
willingness to take it slow with the Board and the community members.
For the management company, a steady hand and a supportive presence
during the process as well as at the recall meeting itself.
Recalls are expensive, messy and can change a community for better or
for worse. I do understand their purpose as a needed check-and-balance
for real problems; however, from my observation and discussion with
other professionals, recalls can be used as a tool to promote egos and
agendas that have little to do with “what’s best for the community.” In
the end, it’s just another *special* day at the office for the
community manager.
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