Vision Magazine Spring-Summer 2019

SPRING / SUMMER 2019

VISIONARY LEADERS We Honor the 2019 Vision Award Winners

12

PARADIGM SHIFT

A new take on education

36

ARMED FOR ADVERSITY Surviving the California wildfires

40

COMPASSIONATE LEADERS Dealing with loss in an HOA

CACM Fall Regional Forums

STRONG & FEARLESS!

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Soaring Above Problematic Encounters Let’s face it. Being in the people business has its challenges.

You must remain calm and professional under pressure in all encounters whether they be in person, via phone or online. From successfully handling the needs of yellers and screamers to online bullies, these personalities sometimes require super human strength.

Join CACM, our facilitators and industry colleagues who share similar challenges for this interactive and empowering forum. Come away with actionable steps that can help you navigate problematic encounters and soar! *If you are seeking CEUs, remember to complete the post-event survey.

Register today at www.cacm.org

October 15

Sacramento Breakfast Marriott Rancho Cordova

October 16

East Bay Luncheon Hilton Concord

October 17

South Bay Luncheon San Jose Country Club

October 22

Los Angeles Breakfast Luskin Conference Center

October 23

Pomona Luncheon Mountains Meadows Golf Course

October 24

Bakersfield Luncheon Stockdale Country Club

October 29

San Francisco To Be Announced

October 30

San Diego Luncheon Hilton Mission Valley

October 31

Orange County Luncheon Avenue of the Arts

November 13 Coachella Valley Breakfast

Classic Club Golf

SPRING / SUMMER 2O19 22

Proper Procedures to Ensure a Complete Painting Project

F E AT U R E S

42

12

How to Improve Your Communication Skills

By Sarah Touchi

Fostering a Culture of Leadership at Your Company

24

California Legislative Update

The Paradigm Shift in Education

By Emily Yost, Director of Marketing & Communications, CACM

15

Leaders in Education: James Judge and Don Haney

By Zayra Yves, CCAM-HR

16

A Framework for Effective Leadership Explained

By Andre Boykin

26 It’s a Wrap: Executive Leadership Summit 2019 28

Our 2019 Vision Award Winners!

34

What Makes a Great Leader?

36

Leading Through Adversity

By Scott Swinton

39

Are You a Leader or a Manager?

By Hamlet Vasquez, CCAM-HR

40

Dealing with Loss in Your Community

By Dean Jackson, CCAM-HR

46

By Tony Angelo

By Lori R. Storm, CAMEx, CCAM

32

50

What’s a Servant Leader?

Q&A with Phyllis Harkins

New Individual Manager & Management Company Members

44

Thank You to Our Sponsors

By Emily Yost, Director of Marketing & Communnications, CACM

45

New Industry Partners

54

52

2019 Board of Directors

Scenes from the Northern and Southern CA Law Seminars and Expos

53

CACM Brings Back Golf Tournament

56

In Service of Self

By Mary Beth Shields, CCAM

NEWS BITS

D E PA RT M E N T S

5

President’s Message

8

From the Roundtable

6

Members in the News

9

You Said It! Join Us on Social Media

30

In the Boardroom: The Role of the Board and Policy Governance

10

Meet the Team at CACM

48

Northern California Calendar

20

Congratulations Managers

49

Southern California Calendar

www.cacm.org | Vision Spring/Summer 2019 3

Vision

THE VOICE OF CALIFORNIA COMMUNITY MANAGERS

Spring/Summer 2019 • vol. 28, no. 1

President & CEO | Thomas Freeley tfreeley@cacm.org | 949.916.2226, ext. 315 Editor | Emily Yost eyost@cacm.org | 949.916.2226, ext. 313 Managing Editor | Lynette Bertrand lbertrand@cacm.org | 949.916.2226, ext. 323

YOUR IMAGE IS PART OF OUR REPUTATION

Lic #725572

Certified Water Managers Irrigation Management Hardscape Craftsman Renovation & Design Professionals Arbor Pruning Programs Construction Journeymen

www.JPALandscape.com • 925-960-9602

Advertising | Melissa Hurtado mhurtado@cacm.org | 949.916.2226, ext. 318 Editorial Advisory Committee Laurisa Ehlers, CCAM Harvest Landscape Enterprise, Inc.

Scott Swinton Unlimited Property Services, Inc.

Todd Greisen, CCAM Contra Loma Estates

Sarah Touchi Genevation, Inc.

Andrew Hay, CCAM-ND.PM The Helsing Group, Inc., ACMC

Hamlet Vaquez, CCAM-HR Action Property Management, Inc., ACMC

Dean Jackson, CCAM-HR Pacific Park Plaza HOA

Zayra Yves, CCAM-HR Northpoint HOA

Clint McClure, CAMEx, CCAM McClure Management, Inc. Lori R. Storm, CAMEx, CCAM The Management Trust – Northern California, ACMC

Vision magazine is published by CACM two times annually to members, industry partners and supporters of the California Association of Community Managers.

Magazine content ©2019 CACM. All rights reserved. No part of this publication may be reproduced without written permission from CACM.

Effective General Counsel

Successful Assessment Collection • • • •

• ADA & DFEH Compliance • Amendments to CC&Rs & Bylaws • Architectural Matters • Contracts & Insurance • Elections & Recalls • Employment Law • Legal Opinions

Timely Status Reports Responsive Paralegals Collectibility Analysis Judicial or Non-Judicial Foreclosures • Money Judgment Lawsuits • Small Claims Assistance • Post Judgment Recovery

949.322.6838 • 619.327.9026 • 760.529.5211 www.AttorneyforHOA.com 4

Vision Spring/Summer 2019 | www.cacm.org

Opinions expressed by authors do not necessarily reflect the policies of CACM. Mention of any product does not constitute an endorsement by CACM. CACM assumes no responsibility for return of photos or art and reserves the right to reject any editorial or advertising materials. CACM does not assume responsibility for the accuracy of articles, events or announcements listed.

Please address comments and suggestions to: California Association of Community Managers, Inc. 23461 South Pointe Drive, Ste. 200, Laguna Hills, CA 92653 949.916.2226 • communications@cacm.org

Do we know where you are?

Attention CACM members: Have you changed jobs or moved to a new location? Go to www.cacm.org and update your profile so you don’t miss your next Vision magazine or any other important CACM communications.

Follow us and stay up-to-date on industry news and info!

@cacmchat

In 2019, We’re Coming to You

F

ree ethics courses? Onsite training in your management office? Seriously? The simple answer is “YES.” CACM is proud to offer our management company members free ethics classes for your team, experienced managers and new support staff. We’ll even come to your office and conduct those training

classes. Ask us how we can do that.

Why do we offer this? Professional education is tailored to the audience and not a “one size fits all” situation.

As attention turns to the vision of CACM, I want to address the challenges management companies face day in and day out – attrition and staff sustainability. The team and I are focused on how we can come alongside our management company members and help you turn your most challenging issues into solutions. From assisting you with minimizing team members who leave your company after you’ve invested in their professional development to providing executive resources that improve your company’s culture, CACM is focused on helping you address these concerns.

Like you, I have faced similar challenges. You do have a choice! You can choose to confidently prepare your team for how they can best represent your company, thus building a strong brand reputation or choose NOT to train your team for fear of investing in someone that could leave. The latter increases your risk. Now, your competitor is investing in their team members and winning those clients over your valuable service.

Experienced management companies understand that training team members and establishing a payback policy if that team member leaves within a certain timeline ensures all parties win. When I owned or led a management company, I always chose to invest in my team. There was always a risk of losing team members, so I wanted to make sure my team members knew they had the necessary company support – time to learn and financial, to get and maintain their education in our industry. There is simply no better way to accomplish winning a proposal than providing a California-specific Certified Community Association Manager (CCAM).

But why stop there? If you are a Business Plus Member, CACM will also provide training to your support staff--in your office at no cost. Your company will have an arsenal of certified team members supported by trained staff in the CID industry. Guess what? Your competitor is already taking advantage of this.

It’s simple. CACM exists for the benefit of managers and management companies. It’s our job to provide you as many cost-effective ways to train your staff so you win those proposals and have California-specific CID educated team members. That’s what we do. The only thing you as a company leader need to do is ask.

Thomas Freeley, President & CEO

www.cacm.org | Vision Spring/Summer 2019 5

Powerstone Property Management Raises Money for Childhood Cancer Research Powerstone raised more than $83,000 for the Pediatric Cancer Research Foundation during its annual fundraising campaign. The company secured sponsorships, conducted employee fundraising challenges and held a silent auction. Sponsors and Team Powerstone also raised money through the PCRF 5K/10K and half marathon, in which they participated. More than 50 employees and industry partners took part in the running events. “We are humbled by the support shown by not only our staff but those who sponsored our efforts this year,” said Rene Decker, CAMEx, CCAM, Powerstone’s CEO.

Woman of Influence Susan DeGrassi, director of cause at Antis Roofing & Waterproofing, has been named Greater Irvine Chamber of Commerce’s 2019 Woman of Influence.

“It is amazing to me that it is now my full time job to use the resources Antis and I have, and connect with others, all with the goal of making our world a better place,” DeGrassi said.

Gachina Landscape Management Honored at Foothill College; President also Named NALP Woman Entrepreneur of the Year Foothill College recently dedicated the John Paul and H. Jaclyn Ishimaru-Gachina Learning Center at Foothill College. Founder John Gachina was honored for being a pioneer in the industry and always having his eye on training and education. Jaclyn was honored for carrying on John’s legacy and vision. John and Jaclyn have focused on raising the level of professionalism among landscape,

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Vision Spring/Summer 2019 | www.cacm.org

irrigation and water management. The center will benefit all professional water managers and landscape technicians. Jaclyn Ishimaru-Gachina was also honored by the National Association of Landscape Professionals (NALP) as the 2019 Woman Entrepreneur of the Year. The award was established in 2015 and she is the fifth recipient of this honor. Jaclyn is president and co-founder of Gachina Landscape Management; she assumed the role of president and CEO upon the passing of John Gachina in December 2015.

Chris Ayoub Makes 40 Under 40 List Chris Ayoub, president at RealManage, a CACM business member with offices in Pleasanton, recently made the Dallas Business Journal’s 40 under 40 list. Ayoub, a disabled combat veteran, came on board with RealManage in 2015 Chris Ayoub alongside CEO Chris O’Neil. Each year young executives are considered for their community involvement and accomplishments in business.

Ayoub spends his time volunteering with veterans in their transition from military to corporate world.

He also volunteers at the local YMCA and at his kids’ schools. Since joining the team, RealManage has doubled revenue and expanded into new markets including Southern California, Illinois and South Carolina. Ayoub says he looks forward to growing the company in California, one of its strategic markets. He also wants to promote more awareness of HOAs across the country.

www.cacm.org | Vision Spring/Summer 2019 7

R

ecently the CACM Board of Directors completed

the professional leaders in the HOA industry. It’s our job

its annual Board Visioning Retreat. Yearly the

to help guide them through the legal quagmires, the

board and its CEO/President gather to consider

human resource challenges and the reality of multiple

where is CACM now, where is it going, and what

personality styles residing on the same streets. If we are

influences both inside and outside the HOA industry will

an Industry Partner, our homeowner association boards

impact every member of CACM, whether as a manager

look to us as for the skills and expertise to advise them

member, management company member or Industry

and provide services to improve their communities.

Partner member.

Services such as resurfacing streets or building a new equestrian trail.

This year’s retreat included, for the first time, the Senior CACM Directors. Whether sitting in an organizational

We hope that this issue of Vision inspires you to be

meeting at the CACM office to consider new programs

the best leader you can be for

and services, or sitting at a board meeting, CACM

our industry. It is safe to say

Directors, CEO Tom Freeley and all 15 Board Directors

we rarely experience a dull

are leaders in our industry. They guide everyone in

day in the HOA world. Savor

our industry or affiliated with our industry to support

every moment as we go forth

CACM’s vision going forward.

as leaders in our California homeowners association

This Vision magazine theme is leadership. If we are a manager or management company executive, our volunteer homeowner association boards look to us as

8

Vision Spring/Summer 2019 | www.cacm.org

industry.

On behalf of the CACM Board, Phyllis Harkins, CAMEx, CCAM-LS., Board Chair

CHRISTIAN ELLINGSON:

Becoming certified is the best possible thing a community manager can do, either 10 minutes or 10 years in the field. If you’re a community association manager – get your CCAM today!

CARRA GILLIS:

So proud to be photographed with Corinne Heald.

So proud to be part of CACM. CACMCHAT: Building

authentic relationships is critical to building your future within this industry. #strongertogether #cacmstrong

SANDRA LONG, CCAM,

PCAM: I love the incredible

CINTHIA KARIM, CCAM: As a recent swimmer in the sea of applicants and a

weather in California, the

small business owner, I see value in hiring

diversity in the Bay Area and

and equally showcasing as an applicant

the support from CACM in this rewarding but challenging industry.

LISA TRIPLETT, CCAM: Well said, Sandra!

SSTEPPHANIEE VONN DOHHRREN: THANK

any industry related nonprofit work. I had hoped it would show my employer my dedication to the industry. Likewise, as an employer it showcased their personal interest in our industry and their character.

Happy Hiring. #hoalife

YOU FOR THE GREAT FORUM

TODAY! VERY INFORMATIVE AND PRACTICAL. Enjoyed the breakfast and networking as well. www.cacm.org | Vision Spring/Summer 2019 9

Meet the Team!

We’ve had a lot of change here at CACM over the past year and a half, both in staff and what we hope to accomplish in the near future to better serve as a resource to you, our members, and to the industry at large.

We’ve got big plans, and we’ve beefed up our team to make these dreams possible. Feel free to reach out to any of us. We are your community – whether it’s membership, credentialing, professional development, events or advocacy.

10

TOM FREELEY, CAMEx, CCAM PRESIDENT & CEO

ANDREA BAHR DIRECTOR OF EVENTS

MELISSA HURTADO DIRECTOR OF MEMBERSHIP

PATTY KURZET DIRECTOR OF OPERATIONS

JUDY LEVINSOHN DIRECTOR OF EDUCATION & CREDENTIALING

EMILY YOST DIRECTOR OF MARKETING & COMMUNICATIONS

AMANDA ALLEN EVENT MANAGER

LYNETTE BERTRAND COMMUNICATIONS MANAGER

DEBI FROUDE REGISTRAR ADMINISTRATOR

Vision Spring/Summer 2019 | www.cacm.org

MARCIA GARRETT MEMBERSHIP ADMINISTRATOR

TAMMY WILLITS EDUCATION & CREDENTIALING ADVISOR

LORI INZUNZA MEMBERSHIP COORDINATOR

PATTY SEDIA EDUCATION & CREDENTIALING ADMINISTRATOR

Vision: For Members

by Members Submit an article to Vision Magazine for consideration in our fall/winter edition. Here’s the topic: What innovative process have you developed?

Or how are you innovating in your day to day?

Deadline for submissions: CONNOR ZEPPONI DATABASE & REGISTRATION ADMINISTRATOR

June 30. Send submissions to communications@cacm.org.

www.cacm.org | Vision Spring/Summer 2019 11

Challenge the status quo, find new ways to solve complex situations and look for new perspectives that spark creativity and “business magic!”

CACM has been providing quality educational offerings for decades. We have witnessed

the powerful change brought about by managers who have embraced our industry’s need for continued education as their careers soared.

But at what point can a community manager or management company executive view themselves as “educated enough?”

One of the greatest minds of all time, Albert Einstein was quoted as sharing, “Intellectual growth should commence at birth and cease only at death.” Although we would all love to tell ourselves we’re “masters” of the craft, it is simply not a true statement. With an ever changing landscape of regulation and communication channels, it is imperative for those who work in our field to stay up-to-date on important topics, challenging traditional thinking and moving towards solutions that collectively serve those in the field.

Let’s step outside of our industry and consider the wise words of successful business leaders. Former director of market development and spokesperson for Facebook, Randi Zuckerberg, shared recently on social media “I think if you are not spending an hour a day learning, you are never going to get ahead in business.” Warren Buffet, CEO of Berkshire Hathaway offers this advice to those who want to get ahead as a leader: “Read 500 pages a day. That’s how knowledge works. It builds up like compound interest.”

Simply put… those who want to get ahead understand the intense need for challenging the status quo, finding new ways to solve complex situations and looking for new perspectives that spark creativity and “business magic!” They understand that education is not only a requirement of certification, but also an opportunity to grow, advance and stay relevant in an ever-changing industry. It’s a true paradigm shift.

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Vision Spring/Summer 2019 | www.cacm.org

Melinda Young, CAMEx, CCAM, PCAM, also sees herself For our industry, those opportunities happen in a CACM as a facilitator. She’s been teaching courses for CACM for over classroom where industry experts provide real world experience, a dozen years and has seen through the years how students have peer-to-peer learning and collaboration. changed. Many taking the classes today have worked in the Christine Stangeland, CCAM, has been part of the faculty at industry for a long time. They’re recertifying or trying to certify CACM for years. She’s taught just about every course we offer. even though they have a lot of experience. But she said young And at 74 years of age, she doesn’t see an end in sight for her adults coming into the industry are also hungry for education. involvement both as a mentor and teacher to new community “I try to make it more of a conversation and a real managers. She also actively leads her own company, C.A.M.C. connection,” she said. “How can we take this information and Services, Inc. “This profession has offered me the opportunity for apply it in the real world we live in and work in every day? I also personal growth,” she says. “That’s one of the reasons I’ve stayed.” try to bring a bit of humor into it.”

Stangeland is a strong believer in education. “This is a Young, a senior vice profession, and it’s critical that president at Walters you understand not only the legal Management, ACMC, said her documents of each and every single desire to educate others emerged community you manage but the HOW CACM HAS because she felt like giving back. statutes. People skills need to be TRANSFORMED “I believed I should use my exceptional. Ethics is critical and MANAGER EDUCATION experience because through the important to me,” she added. She years there were people who spent says today’s course material has It’s participatory, not dictatorial. their personal time and energy also greatly evolved and is more helping me learn,” she said. Young sophisticated than 20 years ago, It’s fun and anecdotal has worked in the industry since the when the industry was barely not scientific/traditional. mid-80s. blossoming.

While today anyone can Google Stangeland, who has mentored Includes peer learning and and find immediate answers to dozens of managers over the years, networking. questions that pop up during the says those who continue to invest course of the day, Young said nothing in themselves experience not only More specialization: multiple replaces education from peers. professional but personal growth. designations based on interests “It gives managers a backbone to Dealing with people on a day to and to better meet market information they can still Google,” she day basis, managers often will needs. said. “Every homeowners association handle difficult personalities is a little bit different because it’s or different communication More online options. comprised of people. Education gives us styles. And in those situations, the ability to recognize the differences managers themselves must Real-world scenarios and and apply what we learn to the unique deal with their own personal discussions. attributes of the people we deal with.” issues before being able to Education also legitimizes community help their communities.

Instructors are industry veterans. management. It raises the bar of She recommends avoiding professionalism in the industry, says Margo kneejerk reactions to Crummack, CAMEx, CCAM, owner/ situations. executive of Crummack Huseby Property Management, Inc. Stangeland doesn’t call what she does teaching, she calls Crummack was one of the co-authors of CACM’s new project it facilitating. “I crack jokes and encourage them to share development coursework and has taught the class, too. experiences and share each other’s numbers so they can reach “People who want to pursue this as a career, they want out to one another with questions,” she said. “There’s no hiding multiple designations. They want to be seen as professionals,” she behind the podium.” said.

She strives to keep it lighthearted and interactive.

Crummack has worked in the industry for over 30 years, “Most people have been exposed to education as dictatorial and in the CACM courses she teaches, she imparts anecdotes and authoritarian. For me, when I teach classes, I try to make it and stories from that long work history. She says those entering fun,” she said.

Continued on page 14 www.cacm.org | Vision Spring/Summer 2019 13

Paradigm Shift

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Continued from page 13

the industry today have much more access to a broad spectrum of education; courses that have greatly evolved and provide helpful information that meets the needs of the market.

“You want to have continuing education so you’re up to speed with changes in the industry and market and be on the forefront,” she says. “They’re important to any professional.”

Stangeland says that beyond being knowledgeable on the laws and regulations and maintenance problems communities face, managers set the tone for neighborhoods. They should strive to be an example of courteousness and tolerance.

“Community managers have an opportunity to make a huge difference,” Stangeland says. “That’s what I try to instill.”

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Vision Spring/Summer 2019 | www.cacm.org

Association Services Network

Asset Protection Vendor Compliance

Leaders Committed to Educational Excellence

By Zayra Yves, CCAM-HR

JAMES JUDGE, ESQ. The Judge Law Firm, ALC

DONALD HANEY, CPA Haney Accountants, Inc.

James Judge is a respected attorney, business man, an award winner, a visionary, and a strong team leader. He is an expert on assessment collections and makes himself available to answer questions directors and managers have on this topic. Not only is he extremely knowledgeable, but he’s willing and able to communicate his expertise in a way that anyone can understand.

Judge was foundational in the creation of CACM’s educational materials, particularly as they pertain to collections. He has donated hundreds and hundreds of hours to teaching CACM’s classes.

But Judge is no stranger to internal hardships and has had health challenges throughout his life. He humbly believes there is never a reason to give into adversity. Self-driven and self-made, he finished law school and has practiced law for 30 years. Still, what Judge is most proud of is his focus on helping managers learn through CACM. Judge’s personal philosophy is humanitarian at heart. “You can never get hurt by helping others. Those you help are doing you a favor, not the other way around. And if you encounter a homeless person, sit down with him or her for a minute or two of conversation, being careful to look into his or her eyes. You are doing it for yourself.

All life matters,” he said.

Judge brings this philosophy to the workplace, where he lives and breathes teambuilding and dedication. It is important to him that the entire staff is honored and treated with respect. “If you treat your team with honor they will walk through the fire with you and for the greater cause of the business,” Judge said.

No matter what comes his way, Judge just keeps on keeping on. It’s who he is. “I am not unique. The true leaders will just keep moving,” Judge humbly noted.

Donald Haney is a founding member of CACM and has worked as an independent CPA and HR service provider in the California CID industry for 40 years. And as director and president of a large-scale community, he was never afraid to ask the tough questions or buck the status quo.

Through his forward-thinking business practices, he has raised the standard for all community managers and businesses who support the industry. He is indeed a visionary; a man who tirelessly seeks to improve operations through careful research and testing theories in his own business before presenting his ideas to CACM members.

Currently, as a member of the Finance Advisory Committee, he is actively involved in the reimagining of the Finance and Accounting coursework; participating in the organizational design and content creation. His continued commitment to excellence and dedication to our industry has made CACM a bedrock of innovation.

But Haney isn’t just a numbers guy. He quickly learned after college that it doesn’t matter what you know if you can’t get everyone on the same page. And, because he enjoys solving problems, he was inspired to get involved in motivating others toward operational excellence, financial and organization strength.

Haney is not without a sense of humor. Anyone who gets a moment to talk to him will enjoy his quick wit and honesty. Like this nugget of advice he offers managers: “As long as the client’s way is not illegal, immoral, fattening, or just lacks basic HOA common sense, or somehow bets the farm, you give them the room to try things,” he said. “Your leadership job is guidance, mentoring, coaching and making sure they color in the lines.”

Zayra Yves, CCAM-HR, is the president/general manager of Northpoint HOA in Cupertino. www.cacm.org | Vision Spring/Summer 2019 15

BY ANDRE BOYKIN

The Born Leader?

Leaders aren’t born, they’re developed.

They get results and inspire teams toward a common goal.

Let’s talk about the f ramework for ef fect ive leadership.

16

Vision Spring/Summer 2019 | www.cacm.org

I

t has been said, “The speed of the group is equal to the speed of the leader.” Yet, leadership is something that people are not born with. Leadership has to be developed.

Ask five people what makes a great leader and you will get five different answers. You might hear that a leader is a visionary, a leader is a good decision maker, a leader sets the example, etc.

All of these characteristics are a part of great leadership. And, most of these characteristics are used based on the situation. It requires one set of leadership skills if you are on the Titanic, and another set of leadership skills if you are working with an HOA board.

One universal trait is that leaders get results. The question is: how do leaders get results consistently?

Building Block 1: Winning Posture and Communication Great leaders have a system or a framework that allows them to be successful in leading others. This framework contains the principles to lead in any situation. If you are working with a board of an HOA, leading staff, or leading a team, this framework can be applied to achieve the desired results.

The framework has two foundational blocks. The first is winning posture. The second is communication. Standing on the foundational building blocks are the four pillars of leadership effectiveness: direction, buy-in, development and results.

The Winning Posture Framework for Leadership Effectiveness Direction

Buy-In

The leader establishes the direction in three areas:

The leader gains commitment from others to go in the direction that has been established.

Goals & Objectives Culture Values

Develop

Results

The leader The leader coaches, keeps the mentors, and focus on results. develops team The leader gets members so results through they can fulfill other people. their commitment.

The leader’s success is because team members are successful.

Communication Winning Posture – Mindset of Achievement Winning posture is a way of being that leads to success.

With winning posture, you are not constrained by thoughts of inadequacy or comparison to others. Winning posture is the external demonstration of internal self-esteem, manifested in a way that others recognize and are attracted to in your leadership. It is the true character of your leadership capability: unconstrained, fearless.

Winning posture is not being puffed up with pride or ego.

Rather, it is being self-assured and comfortable with yourself. When you have winning posture, you “show up” in a powerful way. How you “show up” as a leader makes the difference in the results you achieve.

You may have heard others talk about leaders and they say the leader has something about them that makes them special. They may say they can’t put their finger on it, but something about them is different. What makes them special is they have winning posture.

These leaders have developed a mindset of success. They have cultivated an attitude that is based on achievement.

Continued on page 18

www.cacm.org | Vision Spring/Summer 2019 17

Building Block 2: Communication

don’t want to do. Dwight Eisenhower probably said it best: “A leader gets someone to do something because they want to do it.”

Besides winning posture, leaders must master communication.

Great leaders establish buy-in by understanding what others It’s safe to say that over the last 6,000 years of recorded human want to get out of achieving the team goal. It could be a sense of history, we have yet to do this. personal accomplishment. It could be they want to be a part of What is communication? It’s the exchange something bigger than themselves. It could be they want of ideas for the purpose of prompting a to help someone else. The list is endless. The leader behavioral response or to relay information. communicates how each team member will Communication is made up of words, how benefit from the achievement of the goals those words are spoken, and emotions. so that everyone commits to them.

Words have different meanings to different After buy-in comes development. people. For example, someone speaking Just because someone has committed of future Hall of Fame basketball player does not mean that they have the Lebron James may say this is a “bad man,” capacity to execute. The leader must meaning he is a good basketball player. coach, mentor and develop a team.

Dwight Einsenhower Someone speaking of a criminal may say Coaching and giving feedback is critical for he is a “bad man,” meaning he really is a two reasons. First, people want to know and get bad man. feedback on how they are doing. Secondly, if they Our tone also can alter the meaning of are not meeting expectations, they want to know how to. words. If you take the sentence: “I didn’t say you Giving feedback can only take place when a person is committed stole the money” and placed the emphasis on either of the words in to achieving the goals. If you don’t have buy-in, your feedback will the sentence, the meaning is completely different. “I” didn’t say you not be effective. Feedback given inside the space of commitment is stole the money is completely different from I didn’t “say” you stole viewed as support. Feedback given outside the space of commitment the money. Imagine using this sentence in an email. is viewed as criticism.

Great communication begins with listening. A leader is Finally, a leader must keep focused on results. Conflict often responsible for communicating in a way the listener will understand. comes from lack of focus. When a team is focused on results, there’s They must consider who is listening and tailor the communication to healthy conflict because everyone has the same objective. There that person. may be different viewpoints, but having different viewpoints is Likewise, the leader is also responsible for listening not only to constructive to achieving a great outcome. the words and tone, but also to the emotions that are behind them.

Also, a leader gets results through other people. A leader can’t Emotions make up the biggest part of communication. The leader do it all. Rather he or she allows others to perform by removing the has to get the emotions being conveyed. barriers that hinder them from their individual goals. When each team member is successful in achieving their goals, the team achieves The Four Pillars of Leadership: its goals.

Direction, Buy-In, Development, Results Results are not by happenstance. If a leader had not been there, The next four pillars are also important for leaders. Let’s the results would not have been there. start with direction. A leader always establishes this for the team, In your role as community managers, there are many including goals and objectives. A leader also sets the direction for the opportunities to display great leadership. Your ability to get results core values and culture. Establishing the direction is not necessarily correlates with your leadership skills. See how you can apply this arbitrary. The leader can seek input from the team. framework to what you do every day. Work on the areas that you Goals are vital to leadership effectiveness. Shared goals galvanize feel are not as strong as you would like them to be. When you have a team and give it focus. They must be specific, measurable and have mastery of the concepts and principles outlined here, you will see not a due date. The most important thing is to clearly state the intended only your results go to a new level, you will also experience less stress outcome. getting there.

Core values are the rules a team will abide by to achieve its goals.

A leader gets someone to do something because they want to do it.

The principles that they will adhere to and not violate. Core values establish the norms and behaviors of a team, which is its culture.

Once a leader has established the direction, it’s time to gain buyin from others. When others have bought into the direction, they are committed to making it happen. Gaining buy-in is not coercion or manipulation. It’s not conning someone into doing something they

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Vision Spring/Summer 2019 | www.cacm.org

Andre Boykin is a keynote speaker, executive coach and author. He works with entrepreneurs, business leaders and their teams to create leadership excellence. andreboykin.com.

www.cacm.org | Vision Spring/Summer 2019 19

Congratulations Managers It is with great pride that we recognize managers who have taken the next step in their professional career by pursuing advanced educational opportunities. Congratulations to our newest Certified Community Association Manager (CCAM), Specialty Certificate recipients and the Master of Community Association Management recipients for the fourth quarter of 2018 and first quarter of 2019!

NEW CCAMs

Wendy Hernandez Beall, CCAM

Haley Staufenbeil, CCAM

Elyse Backer, CCAM

Rebecca Hull, CCAM

Keith Thomson, CCAM

Jeffrey Baker, CCAM

Cinthia Karim, CCAM

Andreea Toader, CCAM

Pamm Birt, CCAM

Stephanie Kay, CCAM

Brittany Torres, CCAM

Jennifer Casarotti, CCAM

Brinna Kerrick, CCAM

Cynthia Urquidez, CCAM

Matthew Cravens, CCAM

Paul Kosturos, CCAM

Stephanie Von Dohren Medina, CCAM

Marianne Dietrich, CCAM

Maria Lafever, CCAM

Winnie Wang, CCAM

Susan Elmorabit, CCAM

Elijah Long, CCAM

Christy Whalen, CCAM

Craig Everett, CCAM

Piper Lucas, CCAM

Jo Ann Willey, CCAM

Brad Fagan, CCAM

Eleanor Martinez, CCAM

Cara Wolf, CCAM

Shiloh Fehring, CCAM

Carlos Martinez, CCAM

Laura Young, CCAM

Sonia Garcia, CCAM

Kodi Mattox, CCAM

Walter Glass, CCAM

Shawna Mattson, CCAM

NEW CAFMs

Helen Gonsalves, CCAM

Jessica McCarron, CCAM

Russell Graham, CAFM, CCAM

Russell Graham, CAFM, CCAM

Sarah McClanahan, CCAM

Don Havard, CAFM

Tayler Greer, CCAM

Samuel McKee, CCAM

Lindsay Guttry, CCAM

Michael Morris, CCAM

Ron Haas, CCAM

Crystal Nachbar, CCAM

Suzanne Harris, CCAM

Mitalee Nangrani, CCAM

Cheryl Henry, CCAM

Samantha Negley, CCAM Laura Nielsen, CCAM

SPECIALTY CERTIFICATES Large Scale Community Management John Thorpe, CCAM-LS

David Oh, CCAM

New Development Community Management

Kristi Osborn, CCAM

Liza DeJesus, CAMEx, CCAM-HR.ND

Salvatore Palumbo, CCAM Naidin Peralta, CCAM

Portfolio Management

Marisa Pirelli, CCAM

Maria Aguayo, CCAM-PM

Justine Poulton, CCAM

Jacqueline Ciapessoni, CCAM-PM.AA

Juan Prado, CCAM

Pamela Ciapessoni, CCAM-PM.AA

Valerie Raboin, CCAM

Anne Paone, CCAM-PM.AA

Paul Rallonza, CCAM Bryana Ramirez, CCAM Michael Ramirez, CCAM

ADJUNCT DESIGNATIONS

Lisa Richofsky, CCAM

Active Adult

Donna Rickman, CCAM

Jacqueline Ciapessoni, CCAM-PM.AA

Katie Rivard, CCAM

Pamela Ciapessoni, CCAM-PM.AA

Genesis Sanchez, CCAM

Daniel Goodrich, CCAM-LS.AA

Michael Scofield, CCAM

Selina Guillermo, CCAM-ND.PM.AA

Tamara Smith, CCAM

Sarah Kelly, CAMEx, CCAM-PM.AA

Jacquelyn Smith, CCAM

Shannan Ogilvie, CCAM-PM.ND.AA

Rayven Snyder, CCAM

Anne Paone, CCAM-PM.AA

Kayla Springs, CCAM Sheri Stanley, CCAM 20

Vision Spring/Summer 2019 | www.cacm.org

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A Job Well Done!

Proper Procedures to Ensure a Complete Painting Project

By Tony Angelo

The Purpose of Painting Although the homeowner would argue the true purpose for paint is to beautify their community, the primary purpose for painting exterior wood is to protect it from moisture intrusion and wood destroying pests and organisms. These organisms, fungus and termites, are very prevalent in California. For the wood to maintain its structural integrity, infestations and infections must be controlled. Various wood preservatives, including paint, are designed for this purpose.

The Inspection It is vital to inspect the property for active fungus infections or termite infestations before the project begins. If found and not addressed prior to the paint project, a coat of paint will not stop the organisms from creating further damage. An inspection by a licensed structural pest control operator will identify damaged material providing you with much-needed information to ensure proper repairs prior to painting.

The Team Licensed structural pest control operators can perform the necessary inspections and treatments specifying the repairs required in the inspection report. From the inspection report, a general contractor can provide a cost for repairs and paint manufacturers can provide specifications for materials and application requirements. Utilizing all of these key individuals ensures that the community is not dealing with additional repairs just months after the job has been completed.

The Steps Inspect. Have

a licensed structural pest control operator completely inspect exterior wood for wood destroying pests and organisms and the damage created.

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Treat. Ensure all active fungus infections and/or termite infestations are treated to prevent further damage to exterior surfaces.

Repair. Make necessary repairs identified by repairing the damage or removing it as required.

Prepare. Perform

the required surface preparation sanding, scraping, and cleaning.

Seal. Caulk and seal all joints and areas where wood members are attached to wood or other materials.

Prime. Prime

areas as required.

Paint. Apply

the finish coat on all exposed surfaces.

Schedule Ongoing Inspections. Regular

inspections and treatments for wood destroying pests and organisms will prevent future damage and provide savings to the association.

Following these steps ensures that your community doesn’t experience unnecessary costs associated with maintaining the structures. As a note, these steps should be considered when establishing the reserve allocations for association maintenance, as required by the Davis-Stirling Act Civil Code §§ 4780 and 5550.

Tony Angelo is the CEO/Owner and a Structural Pest Control Operator for Angelo Termite & Construction in Irvine.

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BY JENNIFER WADA, ESQ.

State Homes In On Housing CACM Lobbies to Minimize Impact of New Bills on CIDs

T

he Legislature is now in full swing. Legislators are running between committee hearings to vote and present bills. Lobbyists are abuzz advocating for their positions. Legislative staff is trying to keep up with it all. The political machine is cranking. And this year, like every year, CID bills abound.

But, unlike in the past, today there’s a particular focus on housing issues.

Governor Gavin Newsom set the tone when he took office in January, “The California Dream is in peril if we don’t act to address this housing crisis. The cost of housing – both for homeowners and renters – is the defining qualityof-life concern for people across this state. That’s why I’m proposing a series of unprecedented actions to tackle this crisis head-on.”

From this, numerous bills are making their way through the Legislature that focus on affordable housing, including transit-oriented and workforce housing.

24

In the spirit of increasing housing supply, there are also various bills on Accessory Dwelling Units (ADUs). CIDs don’t come out of this unscathed. AB 670 (Friedman) would prohibit associations of single-family residential developments from prohibiting the construction of an ADU or junior ADU. CACM has been in discussions with the author, sponsor and policy committee to ensure that associations are given great deference with respect to the ability to impose reasonable restrictions.

In our discussions with the Legislature, we have cited concerns about lot sizes and the invasion of neighbor privacy, parking impacts, strains on common area and amenities, short-term rental impacts, among other things. We have been told that the intent is to increase permanent housing supply without negatively impacting associations or their governing documents. We are seeking amendments that would allow wide latitude with respect

Vision Spring/Summer 2019 | www.cacm.org

to reasonable restrictions.

Ironically, while Governor Newsom and the Legislature are focused on affordability, SB 323 (Wieckowski) is making a repeat appearance and would impose unnecessary limitations on HOA elections that would increase costs for all homeowners.

This bill is a redo of last year’s SB 1265, which would eliminate an association’s authority to impose candidate qualifications except under limited circumstances, such as a member being convicted of a financial crime within the last 20 years. The bill would allow an association to disqualify a candidate for delinquency in regular assessments but this could only be done through bylaws – at the increased expense of the homeowner.

SB 1265 also has other problems including shifting the burden of proof to the association to prove it did not violate election rules when sued by a homeowner.

CACM is fighting this bill yet again. Tom

Freeley, CACM’s president and CEO, testified in opposition before the Senate Judiciary Committee and intends to do the same at future committee hearings.

In addition to arguing that this bill is nonsensical, CACM is reiterating that existing law already micromanages the election process and a one-size-fits-all approach is unworkable. Unfortunately, we aren’t confident that Governor Newsom will veto the bill like his predecessor. What we don’t want is for the bill to be enacted in its current form, so CACM is deep in negotiations on this bill.

Other Bills to Keep an Eye On SB 434 (Archuleta). CACM

is a co-sponsor with CAI-CLAC of this bill. It would require a managing agent whose management agreement has been terminated to produce client property and records within a specified period of time pursuant to a written request by an association. This bill would ensure that management companies that are

We deliver

onboarding with an association will receive association property and records in a timely fashion.

construction defect litigation. For obvious reasons, this bill is being negotiated with the California Building Industry Association.

SB 754 (Moorlach). The

election by acclamation bill is back. It is uncertain whether this bill will meet the same fate as it did last year when the Senate Judiciary Committee held it hostage until it was amended with the same candidate qualification language in then-SB 1265 (the election bill, which is now SB 323).

SB 754 had the luck of avoiding Senate Judiciary this year so we will hope for a better outcome. CACM supports this measure.

AB 1020 (Irwin). Given all of the focus on the importance of housing in California, the California Association of Realtors is sponsoring this bill. It would create a stand-alone Housing Agency in state government, which would consist of the Department of Real Estate, the Department of Housing and Community Development, and the California Housing Finance Agency. The agency would be under the supervision of the Secretary of Housing, who would be appointed by the governor.

SB 326 (Hill). This is the balcony bill for CIDs and is being sponsored by CAI. This bill would require a visual inspection of load-bearing components and associated waterproofing systems to determine whether exterior elevated elements in condo associations are in safe condition. It would also prohibit developers from having veto authority over whether to commence

Jennifer Wada, Esq. is an attorney, CACM’s legislative advocate and principal of Wada Government Relations in Sacramento.

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www.cacm.org | Vision Spring/Summer 2019 25

Senior executives from across the state came out to the Executive Leadership Summit in Monterey, California, to discuss their daily challenges and to brainstorm solutions.

Attendees came away inspired with ideas from speakers including Ted Ma and Dr. James Doti.

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Vision Spring/Summer 2019 | www.cacm.org

www.cacm.org | Vision Spring/Summer 2019 27

We recently honored those who put in countless hours to provide value to the people they serve: association clients, homeowners and even other CACM members. Through the Vision Awards Program, CACM identifies those who exemplify the very best in the profession of community management; honors their contributions to the profession; and recognizes the positive difference that they have made in the lives of their colleagues, association homeowners and the communities that they serve.

Eligible Vision Award nominees are CACM members who continually exceed accepted standards of professionalism and skill, display a commitment to excellence, and exhibit high ethical standards.

NORTHERN CALIFORNIA INNOVATOR AWARD Laura Ravazza, CCAM-PM

PATH TO PROFESSIONALISM AWARD Melissa Hajostek, CCAM-PM Bay Area Property Services

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Vision Spring/Summer 2019 | www.cacm.org

EDUCATIONAL EXCELLENCE AWARD Donald Haney, CPA CiD Consortium, LLC, ACMC

INSPIRATIONAL CULTURE AWARD Homeowners Management Company, LLC (HMC)

2019 Vision Award Winners!

SOUTHERN CALIFORNIA RISING STAR AWARD Victoria York, CCAM Powerstone Property Management, ACMC

EDUCATIONAL EXCELLENCE James Judge, Esq. The Judge Law Firm, ALC Black and white and reversed.

PATH TO PROFESSIONALISM AWARD Randy Howard, CCAM The Management Trust – Southern California, ACMC

INSPIRATIONAL CULTURE AWARD The Management Trust – Southern California, ACMC

CORPORATE SOCIAL RESPONSIBILITY AWARD The Management Trust – Southern California, ACMC

INNOVATOR AWARD Jeff Leinen, CCAM East Lake Village Community Association (ELVCA)

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CLIENT EDUCATION AWARD Powerstone Property Management, ACMC

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Nominations for next year’s honorees will open soon. You won’t want to miss the gala, which is set to be a black-tie affair. New for next year: The Social Media Ambassador award for individuals and companies. More to come. Stay tuned! #strongertogether #cacmstrong

www.cacm.org | Vision Spring/Summer 2019 29

Effective Board Leadership

If you recently joined your homeowners association board, you might be asking yourself what does this job actually entail? What is the role of the board?

And what are my fiduciary responsibilities?

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Vision Spring/Summer 2019 | www.cacm.org

BY BILL CHARNEY

H

ere’s the short answer: A board’s job is to effectively represent the needs and interests of the HOA’s membership. These should be translated into performance standards and expectations that are substantially delegated to the community manager. A board sets the direction and expectation for a manager. The manager then applies his or her expertise to develop a plan to deliver on that expectation.

Policy Governance is a set of principles that establish a framework for how the board can ensure that the association is well governed and managed.

The principles are the basis for the board’s development of a Board Policy Manual, essentially a “playbook” for the carrying out of its duties. Boards must come up with their own policies – although the topics tend to be similar from organization to organization within a given sector. And, if you need help creating this, there are experts who specialize in helping boards craft this essential document. ®

Very few HOAs actively use the Policy Governance framework, but there are many reasons why you should. First and foremost, it clarifies roles, responsibilities and accountability for HOA boards and managers. It helps a board get on one page as to how it conducts its work. And it clarifies the essence of “one-voice” leadership: that being elected to the board does not give an individual authority. The board, as a group, determines how the association is managed.

The role of a board is to set the strategic direction of an HOA. Then the board allows the community manager to determine the best road or action plan to accomplish the directives, within the clear parameters of authority that the board has set.

These directives should speak to the results to be produced for or on behalf of the homeowners. The governing board’s job is not to manage the association – that is why you hire a management company. But, the board must ensure that the association is well managed. Your duty of oversight is to monitor and evaluate what the manager does; to follow-up and make sure work is getting done in accordance to the board’s established policy criteria.

Bill Charney is the principal consultant at Charney Associates, which provides strategic consulting services in board governance and leadership, and is based in Denver, Colorado.

DOES YOUR BOARD NEED TO ESTABLISH BETTER GOVERNANCE PRACTICES? • Has the board established specific results criteria defining successful performance of the HOA? • Is there clarity and a shared understanding between the board members and the manager as to where the board's authority leaves off and the manager's picks up?

• Does the board have a clearly defined agreement as to what constitutes effective manager job performance?

• Are the performance evaluation criteria and systems for manager evaluation clearly established and understood by all members of the board?

• Does the board have a clearly articulated understanding as to their role and authority, individually and collectively?

• Does the board have clarity as to the role and authority of its officers and assigned committees?

• Does the board have a system to assess sector trends and the future needs to the point where they, with confidence, can establish priorities as to the HOA's intended future results?

Answering “yes” means that there are clearly defined parameters and an understanding as to who does what, and what the expectations are from a Board, HOA staff, and community managers. If you answer “no” to any of these questions, that ambiguity elevates the risk of conflict, mismanagement or potential lawsuits. The use of the Policy Governance principles enables boards to get to “yes” to each of these questions.

For more information visit: www.bcharney.com or www.governforimpact.org.

CACM’s “In the Boardroom” feature is intended to provide key trends, tips and practical advice for association board members. For easy sharing, you can also access this and other archived articles online at www.cacm.org

www.cacm.org | Vision Spring/Summer 2019 31

maintaining high standards

New Individual Manager & Management Company Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices.

Please join us in welcoming these members from the fourth quarter of 2018 and the first quarter of 2019!

Manager ProPlus Mark Bronson, CCAM Kaitlin Dunann Laurie Mitchum

Manager Pro Monica Alejos Erika Andrade Kim Angell Lea Austin Kimberly Barella Martha Barragan Amanda Benezra Christine Birster-Gonzales Kitt Boodsayaskul David Bouchard, CCAM Ryan Boule Connie Bozant James Brooks Cynthia Brown Jeanette Brown Jesse Brown Elissa Caruso Tasha Chavez Jenny Clark Morgan Cooper Kathryn Coordt Diana Coronado John Cruz William Cunningham William Davies Amber Davila Joy Davis Victoria DeFreitas Karina Degtyareva Maria Delira Marianne Dietrich, CCAM Nichole Dillon-Lee Francesca Disbrow, CCAM Sarah Domen DeLinda Dontje Alyssa Dorn Denice Duncan Ryan Ekema Staci Erskine David Eskildsen Carol Fay Scott Fewell Jillian Fiske Christie Forbes Carol Franchi Cherie Fuller 32

Michele Goedert Adelita Gomez Amber Gomez Christopher Grimes Stephen Guerra Isaac Hampton Brittany Hanson Brittany B. Harmon Kyle Hawkins Kimberly Hogan, CCAM Kevin Hollingsworth Jennifer Huntoon , CCAM Cindy Ihrig, CCAM Robin Jeu Mariana Jimenez Heather Konopa Paul Kosturos, CCAM Kyle Kruger Lindsey Ladd Aldon Lai Stacia Lange Jeffrey Lapin Portia Latawiec Trisha Lawrence Garite, CCAM Yoatzin Lazaro Rocha Trong Le Denny Lee Cecibel LeFeat Jennifer Leonhart Teresa Lepape Michelle Lewis Dean Lining Kelly Macinnis Molly Malloy, CCAM Nancy March Robert Mariani April Martinez Shawna Mattson, CCAM Shari May Michael McCreesh Suzanne McNay Vyacheslav Meresiy Susan Miller, CCAM Rachaell Milroy Nicole Miranda Michelle Monahan Alejandra Esteves David Muhlfelder Kathryn Oates Rachelle Okeefe Karen Marie Otter Cintia Pacho Avila R. Thomas Paslay

Vision Spring/Summer 2019 | www.cacm.org

Patricia Perry Heather Persons Andrew Petersen, CCAM Gary Petrison Daniel Pizano Lucile Pollett Adria Pulizzano Robert Reed Lanika Richardson Ashley Rivera Alicia Roman Danielle Romero Michelle Roy Priscilla Ruiz, CCAM Cassandra Sabatino Brenda Schmalenbach Debi Schwartz, CCAM Peter Shahinian Kelly Shaw Cory Shelton Ginger Shibley Eric Sirignano Kristen Smith Timothy Souza Kayla Springs, CCAM Daniel Spryszynski Jamila Stoker Dan Tan Jessica Teglia Richard G. Thompson Brittany Torres, CCAM Cynthia Truong Jennifer Turrietta Kristie Vander Meulen Tyra Vickers-Kearney, CCAM Bruce Walker Frederick Walsh, Esq. Christian Walton, CCAM Yolanda Warshaw Jennifer Weaver, CCAM Jennifer E. Wood Lydia Zuniga

Apprentice Jack Logan Heather Nutt Cynthia Solis

Business Plus Members Progressive Association Management Placentia | (714) 665-2149 www.progressive-am.com Silvercreek Association Management Citrus Heights | (916) 877-7793 www.sc-manage.com

Business Members Lake Shastina Property Owners Association Weed | (530) 938-3281 www.lakeshastina.com Lucas & Hollingsworth Real Estate Management Pomona | (909) 469-6999 www.lhrem.com Verdant Community Association Management, Inc. Petaluma | (707) 789-5200 www.verdantcam.com W Property Management Santa Rosa | (707) 545-6187 www.wpropertymanagement.com

Thank You for Your Membership!

Each member of CACM plays a key role in ensuring our industry is filled with knowledgeable and professional service providers. We thank you for recognizing the value of CACM and the important role it plays in elevating your profile within the industry. You are a change agent for the HOAs you serve!

Together, we are making a difference in the lives of 15 million California homeowners. Now that’s something to be proud of!

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We asked and you answered. Here’s a selection of thoughts from our social media followers on the key attributes of a strong leader. #strongertogether #cacmstrong

A great leader supports you, mentors you and empowers you!

Deborah Griffiths, CCAM, Regional Manager at The Management Trust

I recently heard from a board member, “CARE. VISION. ACTION.” I saved the note to my phone.

Thu Anh Nguyen, Industry Partner, CM Squared, Inc.

Serving, supporting, participating, coaching, listening: being the example of expectations. Most

A leader is a servant. Someone who is willing to lift others up to achieve success. Someone who gives credit to staff when something goes right while taking responsibility when it doesn't. A leader shouldn't be afraid to roll up his/her sleeves and lead by example.

Dean Jackson, CCAM-HR, General Manager at Pacific Park Plaza

importantly, knowing and understanding our team, particularly, individual personalities and how and why they work best together.

HOA Management, West Coast Management

Ability to define, communicate, and live a vision.

A vision of positive impact to people and the world, no matter the specific space.

Jared Rice, Industry Partner, LandCare

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Vision Spring/Summer 2019 | www.cacm.org

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www.cacm.org | Vision Spring/Summer 2019 35

Community association managers rally during California wildfires. But they face adversity daily, long after the fire’s extinguished.

BY SCOTT SWINTON

Putting Out Fir

CACM wishes to extend our sincerest thanks to all of the California managers who helped battle the fires of 2018. You are all leaders and heroes to us!

36

Vision Spring/Summer 2019 | www.cacm.org

g res

Within hours of the front doors opening to Eugene Burger Management Company (EBMC) employees (some carrying in their cars what they feared to be their only possessions), homeowners also began filing into the EBMC offices looking for direction.

I

n the fall of 2017, Carra Clampitt, CAMEx, CCAM-LS.AA.PM, faced a leadership challenge which quickly escalated far beyond anything she had ever anticipated. A soon-to-be-36,000-acre fire had spawned practically in her backyard and was in the process of consuming, acre by acre, block by block, roof top by roof top, entire communities.

Before the eerie apocalyptic dawn of October 9, Clampitt, senior vice president and district manager at Eugene Burger Management (EBMC) in Rohnert Park, began fielding Carra Clampitt, CAMEx, calls from desperate employees and customers from communities CCAM-LS.AA.PM who leaned on her for advice, comfort, and more than anything else, leadership.

The role of community manager, in the heat of this crisis, was lifted from the second tier where so many outside the HOA industry have relegated it, to the top tier alongside attorneys, accountants, doctors and nurses. The broken, confused, and in many ways helpless homeowners in ravaged communities recognized the leadership of community association managers like Clampitt and co-laborer in the industry, Carol Melendez.

These homeowners realized that while attorneys and accountants were going to be helpful, the community association manager they resisted, relegated or failed to hire for so many years was the only person qualified to help them put the first few feathers onto the phoenix.

Within hours of the front doors opening to EBMC employees (some carrying in their cars what they feared to be their only possessions), homeowners also began filing into the EBMC offices looking for direction. The HOA industry has been built around the idea of community, maintaining an aesthetic of beauty and continuity, and the privilege of semiautonomous governance. But now the community was missing, and the only continuity was block after block and lot after lot of crumbling gray debris winking with dying embers like the substructure of their HOA ideal, literally going up in smoke.

The only thing that really remained were the ideas, concepts, laws, and regulations that made the now-blackened earth a community. But few if any of the community’s board members had any idea what regulations applied, what the laws actually said, or what the concepts behind HOA life truly meant or even where to begin to find this all out. They had contractual and binding relationships with their neighbors and had no idea how to uphold those obligations. They had irrecoverable losses. They were vulnerable, and both from an emotional perspective and a simple academic perspective, completely incapable of making meaningful forward progress through this common interest crisis.

The entire country watched this tragedy unfold. We all cared, and grieved, and shared in the feeling of helplessness. Most of us had no way of helping with the fires, and even fewer had Continued on page 38 www.cacm.org | Vision Spring/Summer 2019 37

Putting Out Fires…

Continued from page 37

any way of helping HOAs, like the 46home Oaks at Fountaingrove Community Association, rebuild from the CC&Rs up. Many were prepared to jump in with backhoes and plywood, but so few were prepared to do the Herculean tasks that came first.

Everyone cared and imagined ways to help, but a good leader cares before the crisis. In the pre-Davis-Stirling dark ages of

the 1970s and 1980s Clampitt studied the reserves of her communities. This is before reserve studies were even a thing. She created spreadsheets for roofs, pools, landscaping and painting, and put funds into bank accounts earmarked specifically for those purposes. For over 30 years she cared about an industry which is so often sidelined, and demonstrated leadership. She thought critically about the fundamental needs of her constituents and building a team.

Clampitt didn’t race out to the Oaks

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2175 N. CALIFORNIA BLVD., #500 WALNUT CREEK, CA 94596

WWW.BERDINGWEIL.COM 38

Vision Spring/Summer 2019 | www.cacm.org

575 ANTON BLVD., #460 COSTA MESA, CA 92626

800.838.2090

with a fire hose and bandages. She got on the phone. She turned to the long-term relationships she had built with insurance companies, industry consultants, attorneys and construction professionals. Neighboring communities recognized the leadership and quickly ducked under her wings. The entire EBMC team took to an uncomfortable level, the same thing they had already been doing – leading in adversity.

While Clampitt is a shining example of leadership in adversity, isn't all leadership in the HOA industry the same to some degree?

Who calls your office to say that the roof isn't leaking, or that no one drove a golf cart into the fountain today? A combination of fate and hard work put Clampitt and EBMC in a favorable spotlight as fires raged around them, but every manager in the industry faces challenges on a daily basis with cumulative effects no less massive than those of a few brave managers during the fires of recent past.

Leadership is not simple for managers representing an under-appreciated profession. But, every manager has the opportunity to demonstrate leadership in the phone calls, emails and board meetings that can be so unpleasant and fraught with trouble and annoyance.

Leadership is learning the industry and applying knowledge to situations. Leadership is building meaningful relationships with a team that will continue to stand even when the heat of a psychotic board member is raised against them. Leadership is also in the planning and preparing for natural disasters.

Leadership is looking at human needs, no matter how large or small, and choosing to care.

Scott Swinton is general contractor and consultant at Unlimited Property Services, Inc.

Would you like to contribute to Vision’s content? Members can submit an article for consideration to our Director of Marketing & Communications Emily Yost at eyost@cacm.org.

BY HAMLET VAZQUEZ

Are You A Leader Or A Manager?

It comes down to being task-oriented or people-oriented

A

ll community managers are managers, but not all are leaders.

What sets some managers apart as leaders? Is it because of their involvement in industry events? Is it because of a title or designation? Is it because they ‘lead’ a team or an organization?

Some might say that it’s in the ability to cast vision and engender a following. After all, what are leaders without followers, right? While there is truth to the idea that leaders cast vision and have a following, the real test of leadership is in whether they are developing others.

While a manager manages people, a leader develops people.

For example, a manager will make sure that projects are getting done, while a leader will make sure that their team members are learning and growing. A manager will keep their associations within budget, but a leader will make sure that their staff see how their work connects to a larger purpose beyond themselves. A manager will make sure that the property is well-maintained, while a leader will make sure that team members are finding satisfaction in their jobs. Another way of thinking about this is to say that a manager is primarily task-oriented, while a leader is primarily people-oriented.

So, how does a leader develop people? At the most basic level, in order to find satisfaction in life everyone needs to be developed in two areas: Their sense of competence and purpose. After all, everyone wants to be able to say, “I’m good at what I do, and what I do matters.”

Developing Competence Part of finding job satisfaction is being good at what you do.

When you see staff members who are struggling with a task, how much time do you take out of your busy schedule to come alongside them and help them master a task? And what motivates you to do so?

Is it simply because you need them to do the task correctly (as any good manager would want) or is it because you want them to feel a sense of accomplishment?

How often do you train your staff in new ways of doing something? We recently showed our front desk staff how to quickly print out statements on demand. A small thing, sure. But in the face of an angry owner who ‘once again’ did not receive their statement, the last thing you want the staff to feel is a sense of incompetence and inability to help. Your staff want to be developed and to learn. Lead them in that.

Developing Purpose Part of finding general life satisfaction is feeling like you are part of something that is larger than yourself. This is why people join groups or support causes. While most people don’t accept a job at a particular management company or homeowners association in order to feel like they are part of something larger than themselves, it does not mean that you can’t lead people by helping them see how their work connects to something that is larger than themselves.

Develop team values that transcend the individual and are outward-focused. Values such as ‘We Are a Team’ and ‘We Care About People’ are two examples of values that can help your team focus outwardly. When one team member covers an early morning shift or goes out of their way to help a team member, they are reminded that they are part of something that is larger than themselves – their team. They are also reminded that people are worth caring for and serving.

Without you helping your team make these kinds of connections, they will see what they do as simply ‘part of the job’ and not part of a value that transcends the job – caring about others, being a team, etc. If your team has not thought through what they value together, this might be a good time to lead them in such a discussion.

While it’s easy in this industry to be a taskoriented manager, take some time to think of one or two individuals around you that you can focus on leading and developing this year. They will thank you for it as they grow in their sense of competence and purpose through your leadership.

Hamlet Vasquez, CCAM-HR, is general manager with Action Property Management, Inc., ACMC in Long Beach.

www.cacm.org | Vision Spring/Summer 2019 39

BY DEAN JACKSON, CCAM-HR

Leading with Empathy Dealing with loss of life or senility in your community

I

t seems that more and more I’m communicating with other people in both my personal and professional lives via a screen, a keyboard or, more rarely, a telephone. In this day and age, with all of the technology connecting literally billions of people worldwide, it’s remarkably easy to find oneself isolated. This is as true for the community manager as it is for the staff, as it is for the community’s residents. A world with so much electronic access can still seem a cold place without human connection.

When we put our minds and hearts into it, humans are exceptional creators, inventors, artists, and communicators. What makes us truly unique though, is our ability to understand another person’s feelings, to put ourselves in their shoes, and in doing so to walk with them on their path for a while.

This is empathy, and this is what is often missing in our workaday world. From the ability to teach, train, assist or discipline a staff member, to the ability to care enough about a resident that your interaction is more than just about their complaint, infraction, or delinquency issue, empathy is a small rudder that can steer an enormous ship.

I work with someone who can diffuse even the most difficult situation. She is on the

40

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front lines of communication and customer service. In person or on the phone she has the ability to calmly listen to someone vent, to patiently ask questions and learn about their concern, and then to get to the heart of the issue and communicate how it will be addressed. Active listening with empathy works.

Her care and concern are obvious and her reputation for compassion and professionalism (and a good sense of humor) has only grown and made her irreplaceable. People know that when they come to her they will be heard and helped. I may be her boss, but there is still much I can learn from her.

As the general manager of a large property there are times where my coworkers and I interact with residents who have lost loved ones, or loved ones who come to the property to settle the affairs of someone they have lost. There are often items, such as unit access, probate, power of attorney, or HOA delinquencies that must be addressed and worked through with the Association before these grieving people can even begin to handle the responsibilities that have unexpectedly fallen to them. These people should be met with care and compassion, with condolences and calm. In essence they need to know that the HOA and its staff or management company care more about their situation than what may be perceived as red tape. There are necessary things to do, but it is always beneficial to listen and offer a helping hand and a listening ear before a release form and a pen.

While being empathetic is an outstanding leadership skill in virtually any facet of community management, there is no place where empathy is more pivotal than in working with seniors and active adults.

Denise Smith, CCAM, has several years of experience working with seniors ages 62 and above, as well as active adults ages 55 and over. She said it can be overwhelming at times.

“On one hand, it is extremely rewarding to be able to assist those, who I consider, are the pillars of our communities. On the other hand, it is difficult in that you do become involved to a point in which, inevitably, empathy will be required. There is a certain level of patience and compassion that one must possess when interacting with seniors,” she said.

Smith noted that seniors are often the target of scams.

“I’ve seen some deceived to a point in which their bank accounts were emptied. I've seen some convinced they were paying the IRS to prevent jail time for tax fraud. Can you imagine feeling as if you are about to spend the rest of your life in jail at the age of 70?” Smith said. “I have also seen one who had a simple insurance claim to file and could not figure out how to do it online or on the phone. As seniors, technology is often an overwhelming

experience. It's in these times that compassion, as well as patience, is required.”

Smith said being a community manager often means juggling various situations. In one moment, a person who walks through the door and is grieving from a loss. And in the next a person walks in wanting to file a complaint about a landscaping issue.

“As managers we wear more hats than just managers. In situations of loss, we must learn to change those hats at a moment’s notice,” she said.

“My advice, when it comes to dealing with illness or death as seniors age, is to listen to those who are grieving,” Smith added.

“Sometimes silence and a comforting presence speak louder than saying the wrong thing. I recall once when there was a death in the community and a few neighbors gathered in the Clubhouse and sat dumbfounded in silence. I went and sat with them just to offer a supportive presence.”

Daniel Goodrich, CCAM-LS.AA, said at a senior community sometimes he has to step in when he realizes that a senior begins to lose the ability to handle their daily life activities and responsibilities and has no family for support.

“You begin to notice that the senior is coming in several times a month to pay the HOA fee. After you recognize this you begin to attempt to explain that it has already been paid,” he said. “This continues and you find that you’re beginning to wonder about the day to day activities that they might not be able to handle. So you begin to talk to the neighbors lightly about your senior only to find out that the neighbors themselves have been supporting and helping your senior.”

“Now what do you do? This is where I begin to use the process of the County services that are available to me,” Goodrich said.

“Adult protective services or the Office on Aging are a good place to start.”

Goodrich said that no matter what community one manages, whether it’s a high rise building, a portfolio with eight different boards of directors, an age-restricted community, or in dealing with a co-worker or a service provider, the ability to see things from another person’s point of view, to listen and try to understand what they feel is a skill worth learning and embracing.

There is a certain level of patience and compassion that one must possess when interacting with seniors.

Dean Jackson, CCAM-HR, is general manager of Pacific Park Plaza Homeowners Association.

www.cacm.org | Vision Spring/Summer 2019 41

Personality Matters Observe your team and tailor your communication to their behavior style.

By Sarah Touchi

Personality Matters

Observe your team and tailor your communication to their behavior style.

D

o you ever find yourself frustrated by an email or something that was said during a meeting? Maybe you feel like you weren’t understood and now you have sent three more emails trying to explain the situation or what you need.

Communication is very powerful and sometimes it seems like a communication breakdown can make or break our day. How can we be positive and productive with our homeowners, board members and our team members?

Focus on Yourself First I know, this may sound odd, I want you to focus on yourself?

Yes! There is a widely used quote that states, “you cannot fill from an empty cup.” This means when you take time to learn about your own self, you are then able to serve and lead others.

How else will you learn to properly communicate with others without understanding your own communication style first? If you understand how you behave, you become aware of how others communicate as well. Communication develops your ability to resolve conflicts, encourage team building and enforces positive relationships.

Each person has a set of general personality patterns that make up their behavior (James H. Brewer, BEST Instruments).

Using an instrument such as BEST Profile or the DiSC survey 42

Vision Spring/Summer 2019 | www.cacm.org

By Sarah Touchi

will help you to focus on the truth and improve your flexibility in communication. There are many different surveys on the market. In general, the surveys are made up of four different communication styles with each person primarily fitting into two categories; your dominant and secondary style. Once you have your results, it is time to put it into practice.

Start Asking Questions Whether this is a new team member or someone you have been working with for a long time, begin to ask them questions to see their reaction.

Observe Their Reactions Are they direct, outgoing, cautious, detailed? Focus on their non-verbal and verbal reactions to your questions. Bold/Dominant personalities enjoy a challenge, want freedom, and take quick action. Try to get right down to business and expect them to stay on topic. Expressive/Influencer personalities tend to be popular.

They like to influence people and are optimistic. Put details and facts in writing for them to refer back to after a verbal conversation.

Sympathetic/Steady personalities like stability, appreciation and a schedule. They tend to set the deadlines and need to be understood. Practice active listening and confirm that you

The DISC Survey will help you improve your flexibility in communication

have heard them by summarizing or rephrasing your conversation. Technical/Conscientious mindsets are organized, like rules and standards. They usually take more time to make decisions and are not risk takers.

Avoid a lot of chit chat and be sure provide details on a project.

EXCITABLE

Sarah Touchi is COO of Genevation, Inc. in Costa Mesa.

Influence

Decisive Efficient Intense Results-Oriented Competitive Risk-Tolerant

Outgoing Enthusiastic Persuasive Relationship-Oriented Lively Optimistic

Conscientious

Steady

Systematic Logical Reserved Process-Oriented Cautious Risk-Averse

Cooperative Relaxed Patient Support-Oriented Friendly Thorough

PEOPLE ORIENTED

An effective communicator is open to different styles of communication and will tailor their style to fit their team members. Leaders listen to understand and will build trust by adjusting.

Regardless of communication style, it is important to remain active in the conversation. You will begin to see how different your Board Members, homeowners and team members interact. Use these effective communication strategies to provide a higher level of customer service and lead your team to success.

TASK ORIENTED

Like a Good Suit, Tailor Your Style

Dominant

EVEN KEEL

www.cacm.org | Vision Spring/Summer 2019 43

Thank You to Our Sponsors Thank you to our sponsors for the fourth quarter of 2018 and the first quarter of 2019 for their generous contributions. The next time you encounter a CACM sponsor, please join us in acknowledging the work and generosity of these supportive members.

A.C. Enterprises, General Contractor

Coast Landscape Management

Nature Care Services

Accurate Termite & Pest Control

Community Legal Advisors, Inc.

The Naumann Law Firm, PC

Action Duct Cleaning Company

Elite Pest Management, Inc.

Nautilus General Contractors

Adams Sterling PLC

Elliot Katzovitz Insurance Agency, Inc.

New Pipes, Inc.

Advance Construction Technology, Inc. (ACT)

EmpireWorks Reconstruction and Painting

Nordberg/DeNichilo, LLP

Advanced Restoration

Epsten Grinnell & Howell, APC

Owens Corning

Agricultural Pest Control Services

eUnify

Pacific Green Landscape, Inc.

Alliance Association Bank

Fenton Grant Mayfield Kaneda & Litt, LLP

Painting Unlimited, Inc.

Alta Roofing & Waterproofing, Inc.

Fiore Racobs & Powers A PLC

Pavescapes

AMA Repiping LLC

First Line Security Systems, Inc.

Payne Pest Management

American Geotechnical, Inc.

Flexground

The Perry Law Firm

AMS Paving, Inc.

Flock Safety

Popular Association Banking

Angius & Terry LLP

Flood Pro

Prendiville Insurance Agency

Animal Pest Management Services, Inc.

Fontaine Weatherproofing, Inc.

PrimeCo

Antis Roofing & Waterproofing

GAF

ProTec Building Services

A-One Construction & Roofing

Gardner Outdoor and Pool Remodeling

Pro-Tech Painting Company

Appfolio, Inc.

The G.B. Group, Inc.

R.E. Broocker Co., Inc.

appLega

Gibbs Giden Locher Turner Senet & Wittbrodt LLP

Recon 360 LLC

ASR Property Restoration

Gothic Landscape

Reliable Pavement Services, LLC

Association Construction Services, Inc.

Harvest Landscape

Restoration Management Company

Association Services Network

Hays Companies

RFI Construction Management, Inc.

AWT Construction Group, Inc.

Heritage Bank of Commerce

Richard Avelar & Associates

Axis Construction

HOA Management Futures

Riley Pasek Canty, LLP

Bald Eagle Security Services, Inc.

Hughes Gill Cochrane Tinetti, P.C.

Roofworks & Construction, Inc.

Benjamin Moore paints

IBGC, Inc.

Saarman Construction, Ltd.

Ben's Roofing, Inc.

Interstate Restoration

SAX Insurance Agency

Berding l Weil LLP

IQV Construction & Roofing

Seacoast Commerce Bank

Bergeman Group

J.J. Commercial Water Heaters

Securitas Security Services USA, Inc.

Black Diamond Paving

JK Electrical & Construction

Serpico Landscaping, inc.

Blue Mountain Construction Services

JW Cleaning Restoration & Building Maintenance

ServPro of Citrus Heights/Roseville

BPR, Inc.

JWC/Jon Wayne Construction & Consulting

Smart Systems Technologies, Inc.

Brightview Landscape Services

Kelly-Moore Paint Co., Inc.

Socher Insurance

Broadband Agreements

Kevin Boland Insurance Agency, CIC Farmers Agent

Southern Cross Property Consultants

BTC Bob Tedrick Construction Inc.

Kriger Law Firm

Specialized Pipe Technologies

C.L. Sigler & Associates, Inc.

LandCare

Sunset Landscape Maintenance, Inc.

Cagwin & Dorward Landscape Contractors

Leak Control Services, Inc.

SwedelsonGottlieb

California Bank & Trust

LP Building Products

Sweeper Guys

California Pavement Maintenance (CPM)

Marcello Lara, CPA and Consultant

TARC Construction, Inc.

California Sub-Meters

McCormack Roofing, Construction & Energy Solutions

Three Alarm Fire Protection

CalPro Construction & Painting Calvac Paving, Inc. Chaix Law Chapman & Intrieri, LLP CID Insurance Programs, Inc. City National Bank Clean Earth Restorations CM Squared, Inc. CMA Consulting Coast Landscape

44

Vision Spring/Summer 2019 | www.cacm.org

McKenzie Rhody, LLP Kirk Miller Insurance Agency, Inc. The Miller Law Firm Mission Association Financial Mgmt, Inc. Mission Landscape Companies, Inc. Motus Earthquake Insurance Services, LLC MPS Financial, LLC Mutual of Omaha Bank Nabr Network

Three Phase Electric, Inc. TOPS Software Trip Stop Sidewalk Repair Inc. Tru Construction, Inc. Unified Protective Services, Inc. Unlimited Property Services, Inc. Varsity Painting Vista Paint Whit's Painting, Inc.

serving your communities

New Industry Partner Members

CACM members further their success in the industry and benefit by partnering with colleagues to share new ideas and best practices.

Please join us in welcoming these new members from the fourth quarter 2018 and first quarter 2019!

Industry Partner Plus Flock Safety

Atlanta | (678) 203-1741 www.flocksafety.com

Interstate Restoration

Hayward | (415) 755-0774 www.interstaterestoration.com

Velocity Construction Services, Inc. Fremont | (510) 657-6432 www.velocitycsinc.com

Industry Partners

Hear Clear, LLC

Pilera Software, LLC

HOA Alchemy, LLC

Purewater Pool & Spa

San Jose | (408) 639-1000 www.seeclear.us Pleasanton | (925) 520-5003 www.hoaalchemy.com

Santa Fe Springs | (714) 257-0200 www.911waterproofing.com San Diego | (888) 882-7055 www.landcarelogic.com

Arbor-Note Software

Landsystems - A Monarch Landscape Company

Blanco Architecture, Inc.

San Rafael | (415) 766-2406 www.blancoarchitecture.com

C & A Painting

San Jose | (408) 712-9674

California Bank & Trust

Walnut Creek | (925) 287-2154 www.calbanktrust.com

Delphi Law Group, LLP

Hayward | (510) 315-5400 www.rmc.com

Innovative Painting & Waterproofing

Carlsbad | (877) 899-5990 www.admagellan.com

San Jose | (408) 294-6000 www.bvls.com

Restoration Management Company

San Jose | (408) 288-9200 www.icdcma.com

Landcare Logic

BellaVista Landscape Services, Inc.

Murrieta | (951) 733-5568

Innovative Concrete Designs, Inc.

A.D. Magellan

Irvine | (949) 540-0645 www.arbor-note.com

Nashua | (603) 782-0148 www.pilera.com

San Diego | (858) 558-0542 www.landsystems.biz

Marca Construction, Inc.

Buena Park | (714) 722-4301 www.marcaconstructioninc.com

Northern California Recreation San Francisco | (415) 937-1697 www.norcalrec.com

Paul Davis Restoration SOCA Lake Forest | (949) 455-1710 www.pdrsoca.com

Pavescapes

SECURTEC District Patrol, Inc. Anaheim | (714) 481-0181 ext. 2 www.securtec.com

SERVPRO Sorrento Valley & La Mesa

San Diego | (575) 420-3885 www.servprosorrentovalleyuniversitycity.com

Southern California Edison Rosemead | (714) 973-5777 www.sce.com

Stratton Agency

Roseville | (916) 786-2000 ext. 440 www.strattonagency.com

Sustainable Water Solutions

San Diego | (619) 972-1100 www.sustainablewatersolutions.com

Westturf Landscape Management, Inc. Vista | (760) 650-3120 www.westturf.com

Whitestone Painters, Inc.

Bakersfield | (888) 567-2234 www.whitestonepainters.com

Santa Ana | (714) 581-5931 www.uglyconcrete.com

Carlsbad | (844) 433-5744 www.delphillp.com

Emercon Construction, Inc. Anaheim | (800) 734-9167 www.emercon.com

Frank and Grossman Landscape Contractors, Inc. Hayward | (510) 674-2300 www.frankandgrossman.com

Green Tech Electric Solutions, Inc. Saratoga | (408) 280-1180 ext. 1 www.greentechelectricinc.com

HandyCrew Services, Inc. Anaheim | (714) 509-5015 www.ochandycrew.com

Looking for an Advantage in the Industry?

Ask us how the Industry Partner Plus membership can help your business grow!

Contact Melissa Hurtado at mhurtado@cacm.org for more details. www.cacm.org | Vision Spring/Summer 2019 45

Take the Reins How to foster a culture of leadership at your company

By Lori R. Storm, CAMEx, CCAM

As managers, every day you have the opportunity to either lead or follow. And depending on the situation, your role may shift from one to the other. But, ultimately, as a professional, you take the lead, guiding, directing, solving problems – influencing.

B

ehaving as a leader is what you are trained to do. But you likely weren’t born a leader. You had to earn your reputation.

How does this happen and how can you foster and support leadership in those around you?

Leadership in the Company Setting For many managers, leadership begins where they work.

Managers can belong to a company that has strong leadership in the executive team and a workplace where they experience leadership in action. We spoke to two people in the industry who take the role of leadership with great seriousness.

For Jason Brown, CCAM, CEO and Principal of Homeowners Management Company, LLC, and winner of the CACM Vision Award for Inspirational Culture, leadership starts with an understanding of why we are in this industry and what our influence can be for our clients. “We have an opportunity to make such a positive impact on the lives of the people we serve every day,” he said. It is this basic tenet that guides his understanding of leadership for his team.

In the office he focuses on how to create an inspirational work setting for everyone. This starts by hiring with values in mind rather than a specific skill set. “Skills can be taught. Making sure 46

Vision Spring/Summer 2019 | www.cacm.org

everyone on the team has shared core values,” is more important.

Jason ensures that respect, dignity, trust and mutual support are practiced on a daily basis.

In an industry that experiences its share of negative input, Jason strives to make the workplace supportive and encourages everyone to care for and lift up one another. He sets the tone and leads by example. His door is always open, and he encourages feedback, positive or negative, from his team. “I am just as accountable as every other team member,” he said. Jason takes his own education seriously too. He looks for industry training and coaching to make himself a better leader.

For David “Bo” Banks, CCAM, Division President of The Management Trust for Northern California, his style is servant leadership. His philosophy is to hire for culture and fit, to look for service-oriented people. “We are a customer service company that specializes in homeowner association management,” with the emphasis on customer service, he said. He sees his responsibility as helping his team, offering guidance and pushing each of them to be their best.

As an employee-owned enterprise, an expectation of leadership is baked into the company’s DNA. Sometimes his role is to get out of the way and let the team take the initiative and the

accountability for making headway.

“If I have done my job right,” he said, “providing direction and instilling a sense of ownership, then the entire company benefits. And when the team is engaged and focused on the value of customer service, then the employees have internalized a leadership mindset.”

“As a large company, we can offer further options for leadership training,” a chance to gain further leadership education and experience, said Bo. The company brings together potential leaders from all their divisions to a multi-day retreat led by the company’s CEO. Employees are immersed in the history, the values and the direction for the entire company. “They return with a greater sense of ownership,” he said.

It is not surprising that both companies focus on giving back to their communities.

Employees at each workplace organize charitable donations during the holidays, enter charity fundraising events throughout the year and donate time to help others, both those in need within the associations they serve and in the larger community.

Being generous to others is part of who they are.

Both leaders place a great deal of emphasis on education. Starting with regular manager meetings, where information is disseminated, but more importantly, where information is

shared among the group, to more formal education for the managers. In addition to supporting their team’s ongoing continuing education requirements, Jason and Bo provide educational budgets to their teams and support the attainment of additional certifications.

Board members receive ongoing educational opportunities too. You will find regular workshops and seminars hosted for their boards throughout the year. “Educated clients are better clients,” said Jason. Both leaders believe that welleducated boards make better decisions and have a better understanding of the professional leadership that their managers bring to the table.

important.

Your industry partners are a wealth of information. All you have to say to your landscaper is, “I want to know more about the types of irrigation systems an HOA can use,” and chances are you will unleash a torrent of enthusiastic education. Law seminars provide ample opportunity to chat with attorneys, and reserve study specialists find their industry fascinating AND they want to help you in imaginative ways to assist your HOA in tackling large projects.

Offering guidance and direction to those around you gives you the opportunity to demonstrate your leadership. Other managers, staff in different departments and your boards will turn to you for leadership. All these diverse groups appreciate someone with a sense of mastery and a generosity of spirit, those qualities which make a good leader.

Whether you work for a company that fosters leadership or not, you can take the reins and make leadership part of the culture of your company and, more importantly, who you are.

Leadership from Within As managers, you have your own authority and ability to demonstrate leadership. You do not need to wait for someone else to confer it upon you.

Leadership starts with core values. If you are someone who takes your education seriously, who wants to demonstrate knowledge and exert influence, you want to know your stuff. There are many formal classes, forums, webinars, magazines and videos that you can access to boost your knowledge in the industry. You are holding education in your hands right now. CACM works very hard to make sure you have access to information that is relevant and

Lori R Storm, CAMEx, CCAM, is Division Vice President of Client Development, The Management Trust.

Meet CACM’s Education and Credentialing Advisor, Tammy Willits CACM advocates for you, our manager members! It is our strongest desire to ensure you are the most educated professional in California, which elevates you as the premier choice for managing California communities. CACM is the only association that gives you the ability to call yourself “certified” after completion of our certification requirements.

By now, many of our members have heard from our new Education and Credentialing Advisor, Tammy Willits. Tammy’s primary role at CACM is to work alongside our members in making the most of the courses available to you as a CACM member.

Contact Tammy to walk through how you can elevate your personal brand with quality education and certifications that carry the highest level of professionalism. She can be reached at twillits@cacm.org or 949-340-6615. www.cacm.org | Vision Spring/Summer 2019 47

upcoming courses & events

Northern California Calendar LEGEND

48

Events

Online Courses

Classroom Courses

DATE COURSE/EVENT

COURSE/EVENT CODE

LOCATION

JUNE 6-7 California Law Series: Module 1 11-12 Age-Restricted Active Adult Modules 1-2 18 Advanced Insurance Principles 19 Advanced Ethics: Leadership & Decision Making 19 Foundational Ethics for Community Managers 25-26 Conflict Resolution for Community Managers Modules 1-2 25-26 The Basics of Association Management - BAM 1 & 2

CMM121-124 SPC420 INS300 LDR500 CMM130 CMM230 CMM101-102

South Bay Online Online Sacramento Sacramento Online San Francisco

JULY 2 Reserves: What, Why, How? FIN200 11 California Law Online Modules 1 & 2 18 Foundational Ethics for Community Managers CMM130 18 California Law Online Module 2 24-25 California Law Series: Module 1-4 CMM121-124 25 California Law Online Module 3

Online Online East Bay Online San Francisco Online

AUGUST 1 California Law Online Module 4 6 Attorney Connection Webinar #1 8 California Law Online Module 5 13 Attorney Connection Webinar #2 14-16 Portfolio Management SPC430 15 California Law Online Module 6 20 Attorney Connection Webinar #3 21-22 California Law Series: Modules 1-4 CMM121-124 22 California Law Online Module 7 27 Attorney Connection Webinar #4

Online Online Online Online East Bay Online Online East Bay Online Online

SEPTEMBER 4 Insurance Principles 5 Explaining Financial Statements 11-13 High Rise Community Management 12-13 Effective Meetings & Election Tools Module 1-2 16-17 Strategic Financial Planning Modules 1-2 18 Ethics Mastery 23-24 Fundamentals of Effective Governance Modules 1-2 24-25 The Basics of Association Management - BAM 1-2 25-27 Large Scale Community Management

INS200 FIN220 SPC400 BDA220 FIN320 LDR550 BDA300 CMM101-102 SPC410

Online East Bay San Francisco Online Online East Bay Online South Bay Sacramento

OCTOBER 1-2 Assessment Collections Module 1-2 3-4 High Rise/Large Scale Summit 7-8 Conflict Resolution for Community Managers - Modules 1-2 15 Regional Forum Breakfast 16 Regional Forum Luncheon 17 Regional Forum Luncheon 24 Regional Forum Luncheon 24 Advanced Ethics: Leadership & Decision Making 24 Foundational Ethics for Community Managers 28-29 Budgeting Modules 1-2

FIN210 HRLSS CMM230 FRMSAC FRMEB FRMSB FRMVEN LDR500 CMM130 FIN300

Online Newport Beach Online Sacramento East Bay South Bay Bakersfield San Francisco San Francisco Online

NOVEMBER 5-6 The Basics of Association Management - BAM 1-2 CMM101 5 The Basics of Association Management Online: Module 1 7-8 Enhance Your Professional Presence Modules 1-2 CMM200 12 The Basics of Association Management Online: Module 2 13 Human Resource Management LDR400 19 The Basics of Association Management Online: Module 3 21 Reserves: What, Why, How? FIN200 26 The Basics of Association Management Online: Module 4

East Bay Online Online Online San Francisco Online Online Online

DECEMBER 3 The Basics of Association Management Online: Module 5 4-5 California Law Series: Modules 1-4 CMM121-124 6 Holiday Party 10 The Basics of Association Management Online: Module 6 11 Foundational Ethics for Community Managers CMM130 17 The Basics of Association Management Online: Module 7

Online East Bay NorCal Online East Bay Online

Vision Spring/Summer 2019 | www.cacm.org

upcoming courses & events

Southern California Calendar LEGEND

Events

Online Courses

DATE COURSE/EVENT

Classroom Courses COURSE/EVENT CODE

LOCATION

JUNE 4 Regional Forum Luncheon FRMSD 4-5 California Law Series: Modules 1-4 CMM121-124 11-12 Age-Restricted Active Adult Module 1 SPC420 13-14 California Law Series: Modules 1-4 CMM121-124 18 Advanced Insurance Principles INS300 19 Executive Connection Webinar 20 Human Resource Management LDR400 25-26 Conflict Resolution for Community Managers Module 1-2 CMM230 26-28 Large Scale Community Management SPC410 26-27 The Basics of Community Association Management - BAM 1-2 CMM101-102

San Diego Orange County Online Coachella Valley Online Online San Diego Online Orange County Bakersfield

JULY 2 Reserves: What, Why, How? FIN200 11 California Law Online Module 1 11 Foundational Ethics for Community Managers CMM130 18 California Law Online Module 2 25 California Law Online Module 3

Online Online Los Angeles Online Online

AUGUST 1 California Law Online Module 4 6 Attorney Connection Webinar 1 8 California Law Online Module 5 13 Attorney Connection Webinar 2 15 California Law Online Module 6 20 Attorney Connection Webinar 3 22 California Law Online Module 7 27 Attorney Connection Webinar 4 28-29 California Law Series: Modules 1-4 CMM121

Online Online Online Online Online Online Online Online San Diego

SEPTEMBER 4 Insurance Principles 6 Advanced Ethics: Leadership & Decision Making 6 Foundational Ethics for Community Managers 10 Explaining Financial Statements 12-13 Effective Meetings & Election Tools Modules 1-2 16-17 Strategic Financial Planning Modules 1-2 18-20 Portfolio Management 23-24 Fundamentals of Effective Governance Modules 1-2

INS200 LDR500 CMM130 FIN220 BDA220 FIN320 SPC430 BDA300

Online San Diego San Diego Orange County Online Online San Diego Online

OCTOBER 1-2 Assessment Collections Modules 1-2 2 Foundational Ethics for Community Managers 2 Advanced Ethics: Leadership & Decision Making 3-4 High Rise/Large Scale Summit 7-8 Conflict Resolution for Community Managers Modules 1-2 10-11 California Law Series: Module 1 15 Human Resource Management 15-16 The Basics of Association Management - BAM 1-2 22 Regional Forum Luncheon 23 Regional Forum Luncheon 28-29 Budgeting Modules 1-2 30 Regional Forum Luncheon 31 Regional Forum Luncheon

FIN210 CMM130 LDR500 HRLSS CMM230 CMM121-124 LDR400 CMM101-102 FRMLA FRMPO FIN300 FRMOC FRMSD

Online Orange County Newport Beach Newport Beach Online Orange County Los Angeles San Diego Los Angeles Pomona Online San Diego Orange County

NOVEMBER 5 The Basics of Association Management Online: Module 1 6 Risk Management in Community Associations INS400 7-8 Enhance Your Professional Presence Modules 1-2 CMM200 12 The Basics of Association Management Online: Module 2 13 Regional Forum Breakfast FRMCV 13-15 High Rise Community Management SPC400 19 Ethics Mastery LDR550 19 The Basics of Association Management Online: Module 3 21 Reserves: What, Why, How? FIN200 26 The Basics of Association Management Online: Module 4

Online San Diego Online Online Coachella Valley San Diego Orange County Online Online Online

DECEMBER 3 The Basics of Association Management Online: Module 5 4-5 California Law Series: Modules 1-4 CMM121-124 10 The Basics of Association Management Online: Module 6 12 Holiday Party 17 The Basics of Association Management Online: Module 7 18-19 The Basics of Association Management - BAM 1-2 CMM101-102

Online San Diego Online SoCal Online Orange County

www.cacm.org | Vision Spring/Summer 2019 49

Q&A with Phyllis Harkins, CAMEx, CCAM-LS and CACM Board Chair On What It Means to Be a Servant Leader

By Emily Yost, CACM Director of Marketing & Communications

S

ervant leadership is a concept coined by Robert K. Greenleaf in 1970. A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

Some of the most well-known advocates of servant leadership include Ken Blanchard (The One Minute Manager), Stephen Covey (The 7 Habits of Highly Effective People), Peter Senge (The Fifth Discipline), M. Scott Peck (The Road Less Traveled), Margaret Wheatley (Leadership and the New Science) , and Ann McGee-Cooper & Duane Trammell (The Art of Coaching for Servant Leadership).

Leader CACM’s Emily Yost recently sat down Management with CACM Board Chair Phyllis Harkins, Employees CAMEx, CCAM-LS, general manager of the Customers Portola Country Club Homeowners’ Association, Traditional Leadership to talk about servant leadership. Harkins has been volunteering all of her life. She grew up in an atmosphere of serving people and has served the HOA industry for over 16 years.

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What is servant leadership to you, Phyllis?

HARKINS: I consider that I serve the companies and organizations I work with and volunteer my time in. Servant leadership means that I am there to serve for the greater good of that entity with my personal needs set aside.

What sparked your curiosity to learn more about this philosophy?

HARKINS: A number of years ago, CACM had a seminar (breakout on servant leadership) and it piqued my curiosity. The irony is that I believed in the “greater good” but I didn’t really know it was “servant leadership.”

Customers

Why is it important to our industry?

HARKINS: It matters because we are in the Employees “people business.” We build and manage communities Management and our focus should always be on serving and Leader building “community.”

Sure, we are in the business to be profitable if possible, Servant Leadership but servant leadership is essential to our success. Our interactions as a society have become more and more disconnected. Today, even when people carpool, they are on their phones the whole time. We live in a

disconnected world. In HOAs, this new disconnect impacts and often times impedes our interactions with boards, as well as homeowners. Finding ways to connect and serve others brings back a more ‘human’ interaction. I want managers and board members to think about why they are where they are.

It is to serve the community. What a wonderful opportunity!

That’s why I talked about this philosophy at the Law Seminars.

If we don’t recognize the value of servant leadership and change how we view our positions and those of our board members, we are going to go further down a disconnected road.

Community managers are the professionals who are accountable to the volunteer board of directors and can speak to them about civil code and policy governance. We, as managers, should also be helping them be servant leaders and recognize the enormous opportunity they have. When boards embrace this, they are no longer agenda driven, but rather driven to serve others. It’s shifting a mindset.

What value does it bring to the individual work lives of our membership?

HARKINS: Servant leadership involves being a visionary.

Oftentimes managers are forced to focus on the operational side of the business, which causes them to lose sight of the fact that there is no one who understands the community objectively better than the community manager. We can be objective unlike those who live in that community. This objectivity focuses a manager on the vision of the community’s future.

I’m committed to sharing the vision and value of servant leadership with all managers in our industry. My dream is that five years from now, all managers will catch the vision of servant leadership and incorporate it into their work lives.

Emily Yost is the Director of Marketing and Communications at CACM. She can be reached at eyost@cacm.org.

BEHAVIORS OF A SERVANT LEADER Knowledgeable about the industry and wanting to know more.

Involved in the world of this business.

Excellent listeners. Harkins shares, “We have “two ears and one mouth” for a reason!”

Live their passion, but stay objective.

Trust builders with those around them Harkins shares, “They have to know that you believe in them as a team member.”

Have a passion for service.

They do and live their best.

www.cacm.org | Vision Spring/Summer 2019 51

The following individuals serve on CACM’s 2019 Board of Directors. This distinguished group of industry professionals are committed to ensuring our organization leads the California community management industry into the future.

MEET CACM'S NEWEST BOARD MEMBERS

Frank Alioto, CAMEx, CCAM Community Management Services, Inc.

Stacy Gerowitz, CAMEx, CCAM Century Hill Association

CHAIR Phyllis Harkins, CAMEx, CCAM - LS Portola Country Club HOA VICE CHAIR Kendrah Kay, CAMEx, CCAM Powerstone Property Management, ACMC SECRETARY Bruce Ratliff, CAMEx, CCAM-HR Eugene Burger Management Corporation TREASURER Lori Albert, CAMEx, CCAM Albert Management Company, LLC DIRECTORS Carra Clampitt, CAMEx, CCAM-LS.AA.PM Eugene Burger Management Corporation Rene Decker, CAMEx, CCAM Powerstone Property Management, ACMC Liza DeJesus, CAMEx, CCAM-HR Seabreeze Management Company

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Tiffany Hannah, CAMEx, CCAM-ND The Management Trust – Southern California, ACMC Linda Mootry, CAMEx, CCAM-ND The Management Trust – Central Coast Division Joseph Price, CAMEx, CCAM RealManage Lori Storm, CAMEx CCAM The Management Trust – Northern California, ACMC Ed Szaky, CAMEx, CCAM Matrix Association Management, ACMC Carl Weise, CAMEx, CCAM-HR J.D. Richardson Co.

IS IT A TRICK OR IS IT A TEE(SER)?

CACM Brings Back Golf Tournament This Fall

attention to environmental sensitivity and to preserving a trace of the past.

Today, the towering heritage eucalyptus that once provided a windbreak for the citrus trees now contributes to the peaceful setting. No matter your vantage point, not a single house or road interrupts the scenic beauty of the course.

Save the date! CACM is bringing back our golf tournament later this year! The Halloween themed CACM Golf Classic will take place Oct. 28 at the Oak Creek Golf Club in Irvine.

The Golf Classic is one of several new events being added to the calendar this year. CEO and President Tom Freeley plans to announce several other local events that will make it easier for the industry to network and learn in their backyard. Freeley said the idea to re-launch a golf event came from listening to member feedback.

“It’s based on the interest of our manager and Industry Partner members wanting CACM more involved locally and our goal to offer the best quality events,” he said.

“We’re kicking off a Golf Tournament in Orange County this coming fall. This tournament will allow our members in this local market to network and collaborate together with their colleagues in a fun and exciting, yet competitive, environment.

Oak Creek is more than just a golfer’s sanctuary. It houses wildlife including owls and hawks, which nest in the eucalyptus, and egrets and herons, which fish in the meandering creek. The course has also made important strides in conserving water and reducing the use of chemicals and pesticides.

Oak Creek is a 71-par, 6,834-yard public golf course. It features an 18-hole course, a restaurant and practice facilities with a bunker.

Registration and sponsorship opportunities are now open. Visit cacm.org/events/ golftournament for details.

“But this is just the start,” Freeley added. “The anticipated success of this event will lead to similar tournaments across California in 2020, in addition to many other local market events throughout the year.”

Oak Creek Golf Club opened in 1996 and is part of the original 93,000-acre Irvine Ranch. Once an orange grove, the land was reinterpreted for modern-day use with careful

www.cacm.org | Vision Spring/Summer 2019 53

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www.cacm.org | Vision Spring/Summer 2019 55

BY MARY BETH SHIELDS, CCAM

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T

oo often in the busy-ness of our hectic days we lose sight of “service”: the action of helping or doing work for someone. This seems like an oxymoron for a community manager professional when our days are lived in service by answering emails, taking phone calls, preparing documents and board packages, interfacing with vendors, attending meetings, being present to those who are present. We go to that well of selfconfidence, solid education and training in our industry, and know that, if only for this breath, everything is alright. We amble along to the words of Frances:

If I fall, you’ll fall

And if I rise, we’ll rise together When I smile, you’ll smile

And don’t worry about me, don’t worry about me.

And yet, there are moments when that smile is insincere, and to hide our true self, we state we are okay though the internal turbulence is churning a far more difficult story. We are expected to be of service to those who create chaos, who have few kind words and still, we are expected to maintain professionalism in the face of fury. We also deal with the perceived judgment of others which can consciously or unconsciously damage our self-confidence. Eat or be eaten for introverts in an industry of extroverts can be daunting. Being of service, it is always okay to walk away from a heated situation or adjourn a gathering if the participants are uncontrollable. Finding courage amid conflict is an act of bravery and self-preservation.

Our business doesn’t allow for moments to consider that if you have nothing nice to say, say nothing at all. We are always expected to have answers available. Occasionally, when you resort to saying, “I will need to look into this and get back to you,” it feels like a complete cop out, and spoken as a defense mechanism. We can’t, or don’t shelter ourselves from the onslaught of pessimism and must bounce back or get swallowed up with cynicism and negativity.

Knowing when and how to ask for help is vital to our industry.

Knowing when to get up from your desk and take a walk around the room, the block, or the neighborhood to get perspective can be of value. For some, that physical escape is not available. For some, help is finding an ear to whom you can vent, someone who will not offer recommendations to fix whatever is ailing and only to be present for the one in need. Be it pride or a stubborn nature, sometimes we need to get out of our own way and admit to a weakness so learning and healing can happen. Knowing when to wave a flag or throw in the towel is important to regaining confidence after reprioritizing, scheduling, or taking the time needed to think through the current dilemma.

Mirror, mirror on the wall.

When you look in the mirror, it is easy to find a million things wrong with yourself. When you look in the mirror, hopefully you think, “I feel good, I have my health, and I’m so blessed.” Each person needs to feel that www.cacm.org | Vision Spring/Summer 2019 57

the reflection in the mirror is one who embodies the Code of Ethics we have sworn to uphold. Being a person of integrity and high morals is hard work and reflects excellence. Being recognized as a person of those qualities is high compliment and should be humbly acknowledged. If the reflection staring back at you is troubled or in pain, ask for help.

Your mental health is only a portion of your total health, and as with any infirmity, if not addressed, it will get worse. Talk to your doctor, or minister/rabbi, friend, coworker, family member or independent counselor. If you feel your thoughts are dangerous, seek help so you can get back on track. Verbalizing the need for help is a big step. Take the time you need to make sure the next steps have been well thought out. In our industry, there will always be someone to whom you can reach out, who knows exactly where you are, where you’ve been and where you are going. There is an incredible network at our disposal,

SAVE THE DATE!

Two Summits, One Location.

Focused on You.

and everyone should feel comfortable in reaching out to a friend in need.

Don’t forget about your passion.

Make time for yourself during the week. Find a place of respite and gather your thoughts to reaffirm your genuine goodness. Do you like to paint, sing, read, bowl, swim, hike, play a musical instrument, play video games, dance or watch TV? Do you make lunch dates with a loved one to break up your day? Give yourself permission to schedule time for yourself in the office, and away from the office, and be faithful to that special time.

Take those mandatory 10-minute breaks if only to get a cup of coffee or drink of water. Spend time with positive, loving people who can ease the stress, help your mood and improve the way you feel overall. Do something you loved to do as a kid: run through the sprinklers, hang from the monkey bars, or make a mess with finger paints. Do something you've always wanted to do: bake a soufflé, build a tree house, or learn to knit. If you're not sure how, take a class or look for a local group dedicated to the activity. Watch a video, listen to a podcast, or browse a website.

Or get a laugh the old-fashioned way – through the comics section or in a comic book.

It's okay to say no.

October 3-4, 2019 Newport Beach Renaissance Join fellow CACM managers from across California for this two-day summit focused specifically on you! You’ll find collaborative and collective solves to some of your most challenging situations, all while building and strengthening relationships.

Register now at cacm.org 58

Trying to please everyone all the time is a trial and an unrealistic possibility.

Sometimes saying “no” is the best way to move forward. Sometimes saying “no” is the only way for someone to truly hear what you are saying. Sometimes saying “no” can be empowering and powerful.

Bullies expect to only hear “yes” and are diminished by a “no”. Retain your power and just say “no”. Understand that in verbalizing a “no” you often times can accomplish more than saying “yes” and the resulting actions will reflect your good choice. Saying “no” should be done to maintain health, balance, endurance and perseverance, especially if you are in one

Vision Spring/Summer 2019 | www.cacm.org

office and other managers are in a different office. Working with physical separation is when you most need to step out of your comfort zone and scream “I need help”.

Hopefully that plea will not be met with comments of “just work smarter” or “just deal with it”. Sometimes, just dealing with it is not in the best interest of anyone.

Make that “no” work for you in ways that will benefit you and others.

Community managers put their heart and soul into their service of others. Some managers believe that work will always be there, and it’s okay to go home and not take their computer/laptop. Some managers believe they are responsible 24/7 for the associations they manage. They work hard, they play hard and then they try to sleep. The mind is a terrible thing to feed at night when the what-if, or the what-now, or the wait-what creeps in.

Turning off the active mind can be not only a physical but a mental challenge.

Write in a journal, or an active to-do list, or just take time at the end of your day to capture issues to handle the next day.

These can be healthy if only to get those thoughts out of your head so you can make room for the much-needed sleep.

The one who needs to be at the forefront of service is YOU. A good, positive, self-assured, loving, caring YOU is what this industry needs. Take time for you so you can give time to others. When someone asks how you are, with honesty admit that you are not okay, if you are not okay, and ask if they have a moment to talk. Getting clutter off your chest can be freeing. Having another to listen to your concerns can be a blessing. One heartbeat at a time, one breath at a time, one step at a time so your invaluable service will be restored.

Mary Beth Shields, CCAM, is a community manager at Menas Realty Company in San Diego.

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CACM Has a New Look!

Completely revamped and redesigned with our audience in mind, our new website is easy to navigate and find

SPRING/SUMMER

FALL /WIN

2018

TER 2018

what you’re looking for. On CACM.org you can:

• • • •

Register for an event Sign up for our educational courses Browse our industry directories and job board Read the latest industry news

E DUSTRY REER IN TH EMENT IN NG A CAY BUILDIM IT MANAG ore!

CO MUN toring & m

trends, men

It’s all just a few clicks away!

We’ve bolstered the information and made our site tablet and mobile friendly. Members can log in and gain access to exclusive resources, including Vision Magazine’s digital editions with live links.

WHY CERTIFICAT ION THROUGH CACM IS IMPORTANT TALENT FINDING USTRY IN THE IND

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8

T WITH A MOMEN SERIES A MENTOR ce for every Sound advi career stage of your

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A CALIFORNI & CID STATS FIGURES

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A Moment

tor with a Men

O U R W E B S I T E I S YO U R R ES O U R C E . G O TO C AC M .O R G

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REIMAGINING THE CACM EDUCATION SYSTEM

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THE PENDULUM OF EMOTION

Complaining vs.

Frenetic Positivity