A professional homeowner association manager serves in many capacities: rule enforcer, money collector, maintenance supervisor, newsletter editor, social chairman and on and on. One of the most important functions is as mentor to the Board. Mentoring provides an informed and objective perspective that is critical to Board decision making.

Much manager mentoring goes on at Board Meetings since that is where decisions are made. Since Board decisions can have sweeping implications, having a manager's informed input can make all the difference in the outcome. By the same token, the Board needs to seek and hear what the manager has to say. To this end, the manager should jump in where appropriate to assist the Board in coming to reasonable conclusions.

Managers have the benefit of experience and perspective. That experience is grounded in working knowledge of the governing documents, applicable state statutes and good business practices. Both statutes and documents should be kept on hand with important sections highlighted. Good business practices for HOAs include fiduciary duty, clear communications, long-range planning, financial stewardship, avoiding conflict of interest and seeking wise counsel for informed decision. In these areas, the manager's role is key.

Here are some specific areas where the manager should mentor the Board:

Education. Volunteer Boards typically don't devote a lot of time to getting educated. They tend to be issue oriented, seeking answers as needed. But there are fundamentals that every Board needs to understand: How to run a meeting, how to build a budget, how to deal with conflict, how to run a successful renovation project and how to make rules. Understanding the principles behind these issues will streamline business. The manager should educate the Board and promote educational resources when available. It will benefit both the HOA and the manager's ability to get work accomplished. The better the Board understands what the manager does, the less time the Board will spend micromanaging the manager.

Avoiding Legal Quagmires. The manager can be indispensable in steering the Board away from legal traps caused by inequitable rules and inconsistent enforcement, poor collection policies, disability access issues and inadequate maintenance planning. The Board can attract litigation by both being overly aggressive and too passive. The manager knows when that risk is likely.

Informed Decisions. Boards meet infrequently and it's common for directors to show up ill prepared for decision making even when meeting information packets have been provided in advance. Since decisions are called for, directors will make them even when they aren't familiar with the issues. It's important that the manager review the issues and make specific recommendations rather than let the Board meander to some conclusion. While the Board may come to a different conclusion than the manager, the recommendation should be the starting point since the manager has thought long about what would work best. Having a recommendation also reduces the time spent talking about uncomplicated or straight forward issues.

Pointing Out Conflict of Interest. Conflict of interest is not always easy to detect by those guilty of it. In HOAs, it usually starts innocently enough as a way to save the HOA money or time by hiring a director's nephew to mow the lawn, for example, or paying a director to oversee a renovation project. It seems logical at the time but sets up the Board for accusations of self dealing. It's the manager's job to call a spade a spade and point the Board to alternatives.

Defusing Personality Conflicts. Personality clashes are not uncommon on an HOA Board. The manager can see the ones that are interfering with HOA business and discreetly counsel the offenders. In some cases, a director should be encouraged to step down from the Board if continuing conflict compromises the ability to perform the duties.

Keeping the Meetings on Track. Unfocused and lengthy Board meetings are one of the main reasons good volunteers don't serve as directors. The manager can help keep the meeting productive and short by tracking the agenda, pressing for decisions and pointing out when the discussion is off topic. Manager's recommendations are invaluable to reaching decisions and keeping the meeting moving.

Mentoring the Board is a high and worthy calling. A good mentor works from the sidelines coaching the team and doesn't lecture, talk down or be heavy handed. Instead of pushing, the good mentor encourages better performance allowing the Board to take credit for the good results. Success encourages more success. What's good for the HOA Board is good for the manager.

Published: May 12, 2004

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Richard Thompson owns Regenesis, a management consulting company that specializes in condominium and homeowner associations. He is a nationally recognized expert on HOA management issues. Regenesis publishes The Regenesis Report, a monthly newsletter for HOA boards, developers and managers. To subscribe, go to Regenesis.net. He can be contacted by email at .