BEING BOARD PRESIDENT, PART 1, P.2

Problem solved. The fix was temporary but, for the moment, it proved to be the most effective move yet to stem the aggravating tide of rusty under-garments and brown toilet bowls.

Info Storehouse

Herzog is a compact man with a slightly hesitant way of speaking that betrays a cautious, considered response to every question and conceals the fact that, perhaps more than the shareholders fully realize, he is the linchpin of the co-op. A storehouse of information on every facet of the co-op's existence and operations, he files and cross-files data on virtually every subject, from the laundry room to security.

He keeps five months of records in his apartment, taking older files to a basement boardroom containing a bank of filing cabinets. Most management companies will store only limited material over the long term, and when a building switches management, there is, inevitably, less continuity in record-keeping. Herzog, a victim of identity theft some years ago, is obsessive about data security. There is only one set of keys to the filing cabinets (held by Herzog), and the cabinets are kept in the locked boardroom housed inside the locked basement.

He's also proactive. "I'm always watching for things that affect the building, and 99 percent of the time, people don't have any idea when there's been a problem. I tend to notice things before anybody else and get things running again."

Herzog's work for the building is enormously time-consuming. "I don't think anybody other than my wife understands how much time I actually put into it. But I like being in charge, I like doing it. It's my home, and it's my investment, and I want it to be the best possible. And, without being boastful about it, I know that I know more about [the co-op] than anyone else in the building. So, it's something I can do and want to do. Particularly now that I'm retired." For years, however, Herzog was carrying much the same load while he was working full-time. The difference: "I just stayed up later."

He also believes that a good part of his success can be attributed to the size of the building. "I couldn't do what I do in a very large building with hundreds of units. Sixty-eight units is a good size to manage."

He is careful, however, not to exaggerate the success he's had running the co-op's affairs. "There isn't a magic formula. When you're in a situation where everybody gets along well and they're fair and honest, it's very easy. If everybody is contentious and has their own agenda, no matter how good you are, it's going to be a disaster."

Adapted from Habitat March 2007. For the complete article and more, join our Archive >>