Board Service: Peter Morello, The Bronx
In my 14 years on the co-op board of Thwaites Terrace House, neighbors would sometimes come up to me in the halls of, and, knowing I was on the board, start a conversation about the building. Most folks in our building are very friendly, but there is a small contingent who seem to be professional complainers and are never satisfied with anything that is done and never listen when spoken to.
Each Monday evening, I'd receive a telephone call from the then-board president, Al, who would update me on building things he had done during the week. One day, I told him of my experiences with these perennially dissatisfied individuals.
"They're farbisseners, Peter," he intoned.
"They're what?" I said.
" Farbissener is a Yiddish word meaning a bitter person," Al replied. "You can't make these people happy no matter what, and it's a complete waste of time."
Now it became clear to me that, although my intentions to engage shareholders in a friendly conversation and listen to their concerns and complaints were sound, I certainly couldn't satisfy everyone and had to concentrate on the vast majority who were certainly more reasonable.
Eventually, after 17 years as a board member and then president, Al retired in 2004, and, for the next three-and-a-half years, another board member assumed the presidency, and, finally, midway through 2007, after 13 years on the board, I became only the third president in our building's 20-year history as a cooperative.
Before becoming president, I used to think of ways to foster communication between the board and shareholders, knowing how much of a problem communication was in our building. Immediately after Al retired, I began writing a one-page newsletter that would be published in-house twice a year, with the front page containing an article about co-ops in general and the reverse side about the goings-on in our building (including recent sales to serve as a guide for shareholders who were thinking of selling their apartments).
On the whole, feedback was quite positive, but several shareholders still expressed an interest in having periodic meetings throughout the year to receive updates on the building and be able to ask questions in a live forum. After taking over as president, I suggested to the board that we have a town hall-style meeting. Every member agreed, and in February 2007, we conducted such a meeting after having posted information for about two weeks prior, urging all shareholders to attend.
I approached the meeting with a certain amount of apprehension since there were certain hot-button issues that people might want to discuss and I had to give answers.
Amazingly, however, there were no expressions of anger but many general questions about the building. Our attorney and our building manager both attended, and the meeting ended after only about 50 minutes. Several people came up to me afterward to express their happiness with the board reaching out to them, and they asked for more such meetings in the future, which we will undoubtedly have.
I have discovered that the mere fact that people are contacted and their concerns addressed is, in many cases, enough not only to mitigate feelings of antipathy towards the leadership but also to allow people to be part of the process. They feel that the board is aware of their concerns and willing to listen to and try and solve their problems.
Interestingly enough, after reviewing the attendance sheet from the meeting, I noticed almost everyone attending the meeting also attended the annual meeting, roughly one-fourth of the building.
And there wasn't a farbissener in sight.
Adapted from Habitat May 2008. For the complete article and more, join our Archive >>