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I need some advice, please.
I have been board president of a 90 unit coop in midtown Manhattan for the past 8 years, and I think I am burning out.
The board consists of 5 people. However, as in many organizations, the brunt of the work, including a significant amount of treasurer related functions, as well as the oversight of management functions, falls on one - me.
Our management company is OK, but not wonderful. We seem to have to stay on top of them, which I have come to understand is quite common for buildings of our size. They are certainly not proactive, but rather reactive.
Our staff is OK, but not great, and we have a decent super.
Our board works well together, and the shareholders seems to appreciate the work we do. We are all not professional people, but hold a variety of different paying jobs.
There are no major issues in the building, but many possibly looming on the horizon as the building ages - built in 1955 - and it feels like we may be one crisis away from chaos, which I also am sure many buildings feel.
The building is my home, and I am raising 3 children in it. I do not want to give up, and want to make a difference, but feel like I am burning out.
Has anyone had a similar experience?
Can you advise what you have done?
Been there, done that. I am the President of a 50+ unit HDFC coop. We are doing extremely well, and that is because I work day,night, and evening keeping up with paperwork from the different city agencies. At least you have support from your board. I have NO support, a super who does not give a d**** and board members who only look to undermind everything I do for the coop. I have been doing this work for over 3 years and I am going to step down. I am exhausted. Unfortunately, there is no one to pass the baton to, but that's life. We have to make decisions that are best for ourselves. Don't want to sound selfish, but that life. You need to decide what is best for you.
Just want to say how much I admire and respect all you've done so far for you building -- eight years is an immense amount of time for one person to be on a board, especially under trying conditions. You are to be applauded. I know this doesn't help your immediate situation, but it's important that the best of us -- people like you -- be acknowledged.
It is my belief that board burn out is caused by not having sub committees etc, to handle the workload thus resulting in you being overburdened and burnt out. In addition you should set realistic goals on what your expectitations are for your property and not be afraid to ask other board members, your property management, and your super to help out. After all this is not a one man show but a team effort.
Good luck (MRM)
A board president is a manager of his staff i.e. property manager, super, board members. It is not your job to do everyone else's. If they don't co operate, have them replaced, especially people on salary. It is a tough job market as you well know so replacement shouldn't be much of an issue. Spend your time now writing a job description for each one with a method of accountability. Your burden will be lightened and your team should be supportive of your efforts to make your building a better run one.
Good luck
Dianne Stromfeld
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Been there, and I sympathize.
But unless you have somebody sharp to hand off to... someone you trust implicitly... you simply cannot step down.
Except if it's affecting your private life or your business. (Mine was the latter - three years of full-time work as president, and :::crash::: )
I recommend highly either training someone already on the board - the treasurer comes to mind, since he/she is usually more aware than the others of the co-op's management needs - or recruiting someone to replace you from other members of the co-op. (You didn't say; is it difficult or easy to recruit board members in your building?)
Start by delegating more responsibilities to other members of the board, and see which (if any) follow-through.
If none of the above works... try getting excited about your work for the co-op all over again. Think outside the box. Pick a project that will be fun, inexpensive, and have a return on investment, like a tag sale. Create a short-range (2-year), mid-range (5 year) and long-range (20 year) plan of improvement, delegate the research to different board members and/or residents.
If/when you do leave the board... be prepared to miss it.
Best of luck,
R
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