Proactive Communication: Preventing Misunderstandings in Co-op Buildings Through Dialogue

Proactive communication between management and shareholders or unit-owners is key to preventing misunderstandings. While email communications are efficient, they can often remove the personal element that can be crucial in resolving conflicts. That was the challenge at a co-op in the Bronx, where the installation of video cameras to deter package theft resulted in conflict between management and an angry shareholder.

Too Fast For Comfort 

In order to deal with an alarming rise in package theft at the building the board decided to put cameras in hallways, stairwells and the mailbox area. This was done promptly to limit the theft that was taking place. However, one shareholder got riled up about how quickly the security cameras were installed. “She was not pleased that we did not give her enough advance notice about the video cameras and got very, very upset with us,” says Josh Koppel, president of H.S.C. Management. Compounding the shareholder's frustration was the fact a new laundry room was being installed, and she felt there wasn’t enough notice given for that change either. “She proceeded to berate me with very nasty emails,” Koppel recalls. “We went back and forth for a little while, and then she showed up at my office one day and really laid into me and cursed me out. Before I knew it, I learned that she put a very nasty post about myself and H.S.C. Management on Facebook.” 

De-escalating Conflict 

Further emails Koppel sent to the shareholder to reassure her about the cameras did not work and only made things worse. That’s when he decided to take a step back, reminding himself that her reaction to the added security wasn’t personal. “Managers should take their feelings out of it when shareholders get angry, because it isn't personal, it's all business,” he says. Koppel waited a few weeks, then spoke to the board president, and explained he would be apologizing to the shareholder. In a subsequent phone call, he defused the situation, the issue was resolved and the online post was removed. Dialing down the emotions “was a major factor,” he explains. “You can say, ‘Hey, let's put this in the past and move forward together. I work for you. You're a shareholder, and I'm not here to fight with you. I'm here to help.’” 

Avoiding Conflict with Communication

The takeaway? Advanced, detailed notice about changes are important, especially when it affects the security or surveillance of residents. “This involves sharing as many details as possible and leaving the door open for a personal conversation about the best route to take,” Koppel says. Board newsletters, distributed via email or as leaflets by management, can help in such situations, but not every board has the time to put them together. Getting the right balance between the efficiency of using technology to communicate and more time-consuming human interaction is key. “It’s important to make it clear to shareholders that you're always here for them and open to a conversation — and that you'll listen with an open ear,” Koppel says, adding that property managers need to be mindful of how they express themselves. “The second you get on the defensive and change your voice inflection, things can blow up.”

Timing is Everything

Shareholder emergencies obviously have to be dealt with immediately. Still, “we don't communicate with anybody about an emergency except for the party that it's affecting,” Koppel says. Non-urgent enquiries necessitate a response within 24 hours, even if it's just to acknowledge the communication. “If you ignore the email or wait two, three or four days to get back to them, they feel ignored,” he says. It’s important for boards to find the right type of management for their buildings. “I run a mom-and-pop shop, even though we're a large management company,” he says. “But that mom-and-pop feeling can go a long way.” 

—Emily Myeers