Serving On The Board

 

Key elements with which board members should familiarize themselves are the association’s governing documents that define the board’s authority. If you have a management company, they should provide you with a board member handbook which will describe your role as a board member, your fiduciary responsibility, specific board responsibilities from decision-making to administrative tasks, and how to conduct and participate in board meetings. Other vital information will include how to avoid personal liability, professional conduct at meetings, parliamentary procedures, the operating and reserve budgets, federal, state and local laws that impact your community, and appropriate insurance coverage.

Armed with the above information, it’s important to come to the meetings prepared. Read the management report in advance of the meetings. If you have questions, ask them prior to the meeting so that your manager (if professionally managed) can have ample time to find the answers. This will help the meeting be more effective and brief. There is nothing more frustrating to those attending the meeting than for fellow board members to come unprepared and want to discuss issues at great length.

The management report and agenda should provide sufficient information so that decisions can be made in a productive and timely manner. Both volunteers and staff alike can suffer burn out from meetings that extend beyond two hours. Remember that the board meeting is a business meeting of the association. You are there to conduct business and should come prepared just as you would at any other business meeting.

Board members should recognize they are part of a team and not take a confrontational position with fellow board members or their management company. No one should have to work or conduct business in a hostile environment. Realize that at times you will not always agree, but take the position that even disagreement can bring compromise and consensus. Be concise with your opinion and thoughts and then be sure to listen to others. Always be respectful of your fellow board members and staff, as well as the homeowners. The tone of the board can set the tone of the community. So, if you want to have a healthy, vibrant and successful community, you should reflect that image as a board member.

It’s also important to understand the role of your management company, if applicable. They serve as your agent, not your employee. They act on behalf of the board and facilitate the decisions of the board. Remember that they are professionals and should be treated as such. It can be detrimental to a board and its community to consistently be at odds with their management company. They are there to offer their expertise based on their experience, training and education to ensure that the board doesn’t compromise their fiduciary responsibility. A board should trust and rely on their management company’s vast experience and unlimited resources. If your board has lost trust in the management company, have a frank discussion with the company’s CEO regarding whatever problems exist. Perhaps a different manager can restore your trust, eliminating the need to start all over with a new company.

If you recognize that, as a board member, you are part of a team of volunteers and management experts, you will be rewarded when you use those resources to make decisions that are based on sound business judgment. This, in turn, will inspire others to serve and build a team of future leaders who will want to emulate your leadership. By doing so, you will find serving on the board is not a burdensome chore, but a rewarding experience that you will value for years to come.

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