Page 7 - Chicago Cooperator Summer 2019
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Visit   FinishingChicago.com  , your   FREE RESOURCE  to over 140 prequali ed  nishing contractors who are   all licensed, bonded and insured!  CONT...  sign that things are beyond salvation. “We   all work so hard to get clients that it can   be challenging to accept the notion that   sometimes it’s best to just let go,” says   Th  omas Wood, CEO of J A Wood Man-  agement in Lexington, Massachusetts. “I   used to think that it was a failure on our   part  for  not  being  able  to  work  through   something. But the truth is, if someone is   paying for advice \\\[and\\\] then disregarding   that advice, then things aren’t working.”  Most disagreements can be settled   through negotiation, communication and   compromise, rather than a complete dis-  solution  of the management/board rela-  tionship. “I have had a few accounts where   board members were disrespectful at best,   and downright rude at worst instances,”   says Hugh Shaff er, General Manager of   Harbor Towers Condominium via Barkan   Management in Boston. “Aft er numer-  ous attempts to alter that behavior, I’ve   had to severe ties. But in other instances,   the problem boiled down to a personality   confl ict where I needed to swap out one   manager with another simply because of a   misunderstanding. Most of the time, this   type of exchange was all that was needed   in order to transform a bad environment  all of those surveyed have survived to tell  thing off , assuming that the board was   into a healthy one.”  “Th  e boards we work for consist of   dedicated volunteers. But as with all vol-  unteers, they require leadership and guid-  ance,” Wood adds. “While this can come  sociation Managers in Naperville, Illinois.  “with the owner suing us as management   from our team, we fi nd it works best with  “Personally, I  felt  that not  having  unre-  a peer leader who can act as an interme-  diary, thus taking the manager out of any  good management,” Berg continues, but  trustees, had directed us not to provide   personality clashes. But when that doesn’t  apparently the board president felt dif-  work, we might have to consider ending  ferently. “When the president, in an open  under  their  employ,  the  issue  should be   the relationship. In the past, we’ve found  meeting, took to repeatedly attacking and  between the owner and the board. But 10   ourselves sticking with a client even if that  demeaning me personally while simulta-  client was putting us into a liability situa-  tion via bad decision-making – which in  for their record-low delinquencies, I left    hindsight is crazy.”   Breaking up with a board is a tough  Over the next few days, the sting of the  the trustees threatening to fi ght us. It was   decision,  but  one  that a  manager  must  emotional abuse faded, and I looked for  nuts. Finally, the last court hearing fea-  be equipped to make. “You have to as-  sess whether working for an association is  But soon thereaft er, I was greatly relieved  stood our role in the whole debacle and   profi table enough to warrant any elevated  to receive a cancellation notice from  promptly dismissed us from the suit. At   stress,” says Ellen Kornfeld, Vice President  them.”  of the Lovett Group of Companies, a real   estate management company in New York  implode before things even have a chance  for months, so it took an additional legal   City. “You’re dealing with individuals with  to get going. “In the worst case we’ve had  battle just to quit.”  their own issues and their own egos.”  Calling It Quits  Despite their best eff orts, more than a  that we would probably be sued by one  that can render a situation untenable for   few property managers have experienced  of the owners,” says Wood. “Th  e board  a manager. “A nine-member board was   relationships with boards that have dete-  riorated to a breaking point. Fortunately,  issues over time, but had brushed every-  the tale.  “We just parted ways with a client  ly advised them of the severity of the is-  that wanted to see ‘more violations,’” says  sue, but they ignored our counsel as well.  Christopher R. Berg of Independent As-  solved compliance matters was a sign of  this would be easy because the board, as   neously  patting  themselves  on  the  back  of money later, the judge instead repeat-  with the intention to cancel the contract.  things which, when we complied, had   new ground from which we could work.  tured a diff erent judge who fi nally under-  Some management/board dynamics  there: the board ignored our resignation   to date, we were told by an association –   aft er being hired only two weeks prior –  tween the board members themselves   had apparently missed many compliance  plagued  with factional infi ghting, with   correct and would thus prevail. We quick-  “Cut to us in court,” Wood continues,   and the board as trustees. I thought that   something to this owner, and as we were   months, fi ve court appearances, and a lot   edly  ordered  us  to  give the  complainant   that point we resigned. But it didn’t end   Occasionally,  it’s  the  relationship  be-  WHY MANAGERS...  continued from page 1  continued on page 8 


































































































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