TRUSTEE BURNOUT
PROBLEM: In a dictionary definition of “thankless tasks,” serving on a condominium board would justifiably rank near the top. That is why filling board positions -and keeping them filled – is so difficult for many condominium communities, and why preventing burnout for trustees who are willing to serve - sometimes for decades - is so important.
SOLUTION: Although the ‘problem solved’ heading suggests that we will offer a solution to the problem, we don’t have a cure all, unfortunately.
But we can suggest some strategies for reducing the burnout risks that are an occupational hazard for the unpaid and often unappreciated volunteers who accept responsibilities and perform tasks most residents are happy to delegate to others.
Make sure new board members understand their role – what is expected of them and the time commitment required to fulfill their obligations. Trustees who find themselves performing tasks they didn’t anticipate or devoting more time than they expected are not going to be happy.
Make sure owners understand the role of board members and what owners can reasonably expect of them. If owners make demands trustees can’t or shouldn’t meet, both owners and trustees are going to be frustrated.
Give board members the information, training and tools they need to be successful. Encourage them to attend CAI seminars and training programs and have the association cover those costs.
Don’t expect board members to handle tasks for which they aren’t qualified. Get professional advice - from attorneys, accountants, engineers, and security experts – when you need it.
Manage the workload. Don’t allow one or two board members to do everything, even if they insist they want to. Board members who feel overburdened or overwhelmed, or who feel they are doing more than their share, will soon burn out.
Delegate some tasks to volunteer committees. This will not only reduce the board’s workload; it will also encourage owner involvement in association governance and possibly create a training ground for future board members.
Rely on the association manager. The manager’s job is to make the job of the board easier. Board members should provide direction and assess the manager’s performance, but they shouldn’t micro-manage his/her work.
Create only rules that are necessary and enforceable. Rules enforcement is one of the board’s most important tasks. Don’t make it more difficult than it needs to be for trustees by creating rules that they can’t enforce or that owners won’t obey.
Use technology. Automate dues collection, repair requests, communication and other board and manager functions; make information available on-line so residents can obtain it easily. This increases transparency and reduces the demand on board members’ time.
Make board meetings efficient and productive. If meetings aren’t productive, board members won’t feel productive either. Encourage discussion and welcome ideas so that all board members feel their opinions are respected and their contributions are valued.
Rotate board roles. Give other board members a chance to serve as board president, or secretary or treasurer (if they have the desire and the necessary skills) and give board members holding those positions a break from their responsibilities.
Set reasonable boundaries for board members and respect their time. Don’t schedule unnecessary meetings. Make it clear to owners that “accessible” (which trustees should be) does not mean on-call 24/7. Consider designating “office hours” outside of regular board meetings when trustees will be available to answer questions and respond to owners’ concerns.
Protect board members from abusive behavior – name-calling, harassment, threats – behaviors that have led more than one board member to conclude, “I don’t have to put up with this!” Create a ‘code of conduct’ governing how owners interact with board members and how board members interact with each other. Create a dispute resolution process with protocols for managing conflicts when they occur.
Thank board members for their efforts. Occasional notes from the board president thanking trustees for “going above and beyond” can help counter the feeling that no one knows or appreciates what they are doing. Public acknowledgements of trustees’ efforts – at board meetings, in a newsletter, on an association web site – can have an outsized favorable impact on how owners view board members and how board members view themselves.
Develop a succession plan. Serving too long on the board is probably the single largest cause of trustee burnout. Identifying and actively recruiting new trustees will ensure that they don’t have to.
If you have any questions relating to this topic, contact Mark Einhorn directly or reach our MEEB attorneys at law@meeb.com.