(They all look the same from the comfort of my chair…)

By Julie Adamen

Recently I was reading the newspaper and once more it occurred to me how our world is so much like one, big homeowners association.

It’s an agenda driven world.  Why does a Board member become a board member? Because they have an agenda. Why does a vendor become involved with a CAI chapter? Because they have an agenda. Why do I write these articles? Because I have an agenda. Why do you read these articles? Well, aside from excellent taste, you have an agenda.

In our business, as an example, once you are able to determine the agenda of a new Board member – good or bad, you are able to plan and act out your strategy to deal with that agenda. The Board member wants to lower assessments by 20%? Of course he does, his agenda is: His house is on the market!  A homeowner campaigns to get on the Architectural Committee? Of course she does because her agenda is: The association needs sprucing up and the current members aren’t doing enough! Besides, she hates pink petunias and wants them all white. Neither of these agendas are illegitimate, they just are. When you see the “hidden agenda” – it’s much like that scene in The Wizard of Oz: You now know what (or who!) is behind the curtain!

The world is filled with agendas, visible and hidden. The Middle East has it’s own agenda, as do each of it’s countries. Europe (old and new) has their collective agendas. As does America. The key to being able to “see behind the curtain” is to realize that 1) “agenda” does not instantly equate a negative, and 2) everyone has an agenda. This one truth will allow you to look beyond the immediate in culture, politics, business and interpersonal relationships.  Understanding agendas in our business means you are preparing yourself to meet challenges by stepping back a bit and seeing the bigger picture.

Chances are you aren’t hearing the whole story. You are at an annual meeting. Suddenly, a homeowner pops up with a standard accusation against you, the Board, or a member of the Board. “You don’t return phone calls!”  It’s a great, hot button issue that of course cannot be answered to the satisfaction of the accuser or his audience. And even if you (or the Board) are able to answer, chances are it will be lost amidst the confusion and emotion created by the accuser (his desired affect). Why? Because people prefer to become focused on the quick and fast “sound bite,” not the longer explanation of truth and reason.

It’s the same whenever you pick up the newspaper or turn on the TV. Seldom do “reporters” report on anything other than a quick and sexy sound bite. Seldom do they verify the truth of the claim choosing simply to “report” the claim (and thus give it legitimacy).  And many times the “man on the street” comment is seen as gospel because it creates an emotional response and maybe a ratings boost, not because it is a legitimate poll (too boring).  But since you’ve been a community manager, you know there is probably more, a lot more, to the story.

Nothing is black and white.  Hiring the cheapest contractor does not mean you will truly save money unless you can manage the change orders and the additional supervision. Going to work for a company that has better pay and benefits is always terrific, but you will have to step out of your comfort zone to do so. Taking an on site job is what you always dreamed of, but when one is offered to you - suddenly you become aware that along with it being a terrific job…. There are drawbacks. It’s the ying and yang of life that when spun are gray.

Republicans are not bad. Democrats are not good. They are all simply shades of gray, with give and take, trading one thing for another. Perceived as good on healthcare, but bad in foreign policy. Good on defense, bad on the economy. Each of these issues under any candidate is defined for the public in absolutes. When I was younger, I used to see things in terms of absolutes: Right and wrong, I’m smart and they’re not.  Community management teaches us otherwise, i.e., the older we get, the dumber we get. I can’t see a darn thing in absolutes anymore. Just more shades of gray. 

Choose your battles. Look at Ralph Nader. He made a calculated decision to run in the 2000 presidential election, had lasting impact, and people were still talking about the “Nader Factor” as we rolled in to 2004. But wait – Ralph didn’t read his politics that well and chose not so wisely the second time around! In fact, he lost much of his support and created animosity among those who traditionally support his causes! As fare as presidential elections go, Ralph went from a serious, featured guest on  ‘Face the Nation’ to “Spoiler” and the butt of jokes on Leno and Letterman. Ralph miscalculated the politics and the battle and what it would mean to him. 

Once you have been a manager you know that to survive long term you must read the politics and choose your battles with care. For on site managers, this crucial ability can mean the difference between a successful career or a spottier one with stints in the unemployment line between jobs they held for – maybe – a year.  In our business, there is really very little for which managers should go to battle.[1] Functionaries go to battle. Consultants and Professionals funnel information, make recommendations, and let go.

Ethics are for the Little People. Enron. WorldCom. Michael Jackson.  Martha Stewart. Kobe Bryant. The list goes on. These are people and organizations with questionable ethics that had someone made the offense or a company of more normal stature, would have gone to jail a long time ago. But this isn’t anything new to anyone who has been in community management. Ever notice how the majority of Ethical Standards set forth by whatever “Powers that Be” are squarely aimed at the lowest folks on the industry totem pole? (Hint, that’s you). Please. Worrying about whether or not a manager receives a Christmas gift from a vendor (some companies going so far as to ban holiday gifts unless it’s for the whole office!) is a bit ridiculous. Let’s just ensure that those people who write our “ethical standards” are held to those same standards.

The longer the diatribe, the less the impact.   Every manager has received, at one time or another one of THOSE letters or emails from a homeowner: Four or five pages long, and it was about…  well… you don’t remember because after the third page your eyes rolled back in your head and you don’t even know what the letter was about!  The point of that letter or email, and the hoped-for impact of it were lost in a meaningless stream of consciousness.

We see and hear it every day, on talk radio, on the TV, in the paper, on the Internet. With the onset of a 24-hour news cycle, every story (especially the juicy ones) is played over and over, then “analyzed”, then hashed and re-hashed to the point of oblivion.  The focus of the actual story is lost in the sheer volume of ancillary information.

So remember, to be effective: Be Brief and Be Gone. That will hold attention, and aid retention.

The righteous indignation of the reactionary is universal.  This is one of my favorites, and one with which I have had recent, personal experience.  There are those who DO, and those who Watch. Those who Watch are waiting for the doers to make a mistake, real or perceived, so they can pounce, long and loud, with their critique of the DOER. It doesn’t matter what the issue is, or what side you are on. If you are the DOER, you continually risk getting shot in the rear by the Watchers because it’s real easy to take aim from the comfort of their lounge chairs. (Also, there is little risk of them being criticized since – what’s to criticize? They aren’t DOING anything!)

The next time you or your Board is roundly criticized for DOING, remember this and take comfort: The vociferous reaction you may receive is from those who are indignant – not from your or your Board’s action -  but from their own inability to act.

As community managers, we have a unique window on the world through the microcosms that are homeowners association. It’s one of the hidden benefits of being in this business, and you’ll never look at the world the same again.