At one time or another most community associations will deal with a dissident group or dissident minority at a meeting. These groups will sometimes grumble about what the association's board of directors is not doing and criticize the performance of the board. They complain, yet when they are asked for constructive solutions, may have nothing to offer. Unfortunately, such cases can make serving on the board unappealing and, in fact, can frighten potentially talented board members from ever running for a position. Leaders, both board members and managers, must realize that facing these groups, at one time or another, is inevitable.
With many annual meetings coming up at the start of each new year, here are some suggestions in handling those with concerns or complaints. It is important to find out, first, just how big the group is. Is it representing a small handful of people in your community, or does it actually represent the views of a majority of your membership? Surveys and neighborhood or townhall meetings can help the board to identify whether such groups represent a minority or a majority of owners. If they are a small minority, disclose the results of the survey showing them that you have polled the other owners and have found that the issue is of little interest to the majority of the owners. Let them know that in lieu of that fact, the board has decided that no further action is warranted (unless, of course, the grievance is a legitimate one and can be simply addressed by providing considerate action on the issue).
It's important to remember when handling difficult circumstances you should not make personal judgments of people; this will only hinder the board's effectiveness as well as that of the manager. Also, don't try to immediately dismiss a complainer; it may be a legitimate grievance. On the other hand, don't change your efforts in response to every complaint you receive. Remember, none of us can please all of the people all of the time. Recognize that most chronic complainers are bothered by something other than that which they are complaining. Try to understand why the person is angry. Ask for an explanation. Sometimes people just want to be heard and many times, this alone calms them down. When someone gets too hot under the collar to calm down, call for a break. In severe situations, seldom possible for annual meetings of course, reschedule the meeting.
If it is the majority of residents that are complaining, the board should consider its position and listen attentively to the voice of its members. Research should be done to address the issue before the upcoming annual or town hall meeting. The board should draft a list of actions that have been taken on the issue. This list of accomplishments will help set the tone for the meeting. The President should deliver this report. Many times other owners who are aware of these accomplishments will support the board against unjust criticism. Another list that can be presented is a list of plans or goals. This list should be realistic and not include items that are unlikely to be completed. Board's gain credibility when they accomplish their planned goals timely. At the same time, they lose credibility for not doing what they say they will do. By providing a list of accomplishments and goals, you are giving a clear picture to your members of completed tasks and what plans you have for future resolution of projects.
Finally, remember that you are only one element in an effective meeting. When a meeting goes well, take pride in contributing to its effectiveness. When a situation goes beyond your control, don't blame yourself entirely. Some meetings will be smoother than others. It's only natural when dealing with so many different personalities. In any event, try not to take it personally. After all, there's much more to life than a neighborhood meeting.
