Committeeman’s response to the email dated Friday, May 31, 2019 1:33 PM :
“Thanks, I thing that we’re going to get rid of the bumps first anyway.”
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Sent: Friday, May 31, 2019 1:33 PM
To: ….outlook.com
Subject: Our HOA
One of the biggest challenges of change is no matter how good it is, people will still resist. Opposition to change is a basic human trait and correlated to intelligence. The human brain prefers to hang on to the past, so change must have a creative road map for where to go and what to accomplish. Therefore you/they need to determine what the organization needs and outline rewards for reaching the destination. Then identify individual rewards for those who help implement the change.
First, moving speed bumps in itself is a reactive action to the original flawed thinking. However, using an evolved strategy I recommended would counter the silo thinking of old guard BOA.
– Offer a five-year master plan that includes all that attributes that bring the community to the standards it deserves. It will result in slower traffic and eventual removal of most speed bumps for platforms. I initiated such a plan at Desert Highlands that worked well—it’s not rocket science.
Second, as agreed, the history of PPCC BOD has been one of personal economic gain. They are usually the first to bend the rules rather than lead by example. BOD needs to be held accountable.
– The reason no one participate at meetings is because it’s seen as a corrupt bureaucracy with little reward for one’s time, until there is bump in the road (pun intended). The way to overcome that perception is with transparency—easily done using technology &/or an oversight committee. We both executed that in corporate life.
Lastly, the BOD would prefer to play defense because it’s easier than severing as a powerful force in representing our community. It is a default because they lack the true leadership & vision needed to efficiently run an organization.
– One thing I learned during my HOA work with the State Legislature is it’s not unusual for HOA’s to be of that caliber. This of course put PPCCE at disadvantage to more evolved agendas like the country club or Zinn’s of the world. Measuring effectiveness much like you did when managing an office, will root out sub-par members.
We both know from our histories, the primary responsibility of people (in our past roles) was to make best practice decisions for those under our authority. To be that kind of leader for transformational change, the BOD needs to encourage others, by discussing elements of the change to support their ideas until the change is complete. Remember, “cognitive diversity” which has been absent for years, leads to an expanded perspective and wider range of options that enables better decisions to solve problems more effectively.
As Frank Burns said, “If I made any mistakes in this article, they are God’s will or someone else’s fault.”
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