November 29, 2023 - Blog Post

Board Development as a Team

Haven’t posted for a bit as I have had my attention on other CCI items.  The website continues to be updated.  We now have a LinkedIn site and we are up on Facebook.  We need to get more content, but it is an endeavour in the making and you will see more in the coming months.  This year’s education plan is in full swing.  We have had two very successful webinars. We are breaking for December but our next one will be 30 January 2024 on human rights and its applications to condo living.  Keep checking the website for updates and/or sign up for our emails.

As to the blogs, I did promise to post on the development of your Board, so here goes.  Depending on your Declaration and/or Bylaws, the terms of office for a Board Director can vary from a year to a few years.  At CCI NS our terms are for three years.  This is actually a good thing as it takes time to develop Board Directors into a fully functioning team.  In my Corporation our terms are for a year, which is not nearly long enough to get a fully functional team.  Fortunately or unfortunately, depending on your perspective, many Board Directors serve years on their Boards reoffering their service each term.  While this can be very useful and can lead to a great team, it is also a good thing for the team to get new blood every once in a while.  Also, I believe it is beneficial to have a majority of owners serve on a Board at some point.  The chance to get the perspective from the other side of the table can be invaluable to a Board for understanding from the owners as you conduct business.  Granted there may be comparisons such as “when I was on the Board…” fill in the rest.  In the end it is a question of balance, creating a culture of learning and respect, having the right people on the Board at the right time and continuing dialogue with your owners.

In developing the Board as an effective team, I draw your attention to the Tuckman's Team Development Model, also known as the Forming-Storming-Norming-Performing model, that was proposed by psychologist Bruce Tuckman in 1965.  The model describes the stages that teams go through as they develop and mature. For the purposes of this discussion, I will label the President as the leader although the leadership roles defined here could be fulfilled by another Board member or someone else appointed to the Board, providing the Board agrees to the arrangement.  Here's an overview of each stage and how to use the model:

1. Forming:
   • Description: This is the initial stage where team members come together. There's a focus on getting to know each other, understanding the team's purpose, and defining roles and responsibilities.  Having written descriptions can help.  Declarations and/or bylaws usually describe the roles and responsibilities of each officer.  You might also consider having a code of conduct or code of ethics that each director accepts and signs.
   • Challenges: Members may be polite and avoid conflict, and there might be uncertainty about goals and roles. Developing a plan or at least specific goals and priorities can be useful. Getting people to express their opinions and understand each other’s expectations in a safe environment can enhance your effectiveness.
   • Leadership Role: The President is crucial at this stage to provide direction, clarify goals, and create a positive atmosphere.  Therefore, when electing your President, make sure they have the requisite skills to lead/facilitate not just the desire to be President.
2. Storming:
   • Description: Conflict and differences of opinion emerge as team members start to express their ideas and preferences.  This stage is essential for establishing individual identities within the team.
   • Challenges: There may be power struggles, misunderstandings, and resistance to authority.  Be polite, be kind and stay open-minded.
   • Leadership Role: The President should facilitate open communication, address conflicts constructively, and help the team establish norms.  If no one on the team has the skills necessary, you may want to invite someone who has those skills to moderate your initial meetings until you can get to the next stage.  Your property manager or lawyer may be a good resource.
3. Norming:
   • Description: The team begins to resolve conflicts, establish norms, and develop a sense of unity.  Roles and responsibilities become clearer, and members start to collaborate more effectively.
   • Challenges: Members may still be hesitant to express their true opinions, but there is an increasing sense of cohesion.
   • Leadership Role: The leader can step back a bit as the team becomes more self-directed, focusing on supporting and coaching.
4. Performing:
   • Description: The team is now fully functional, with high levels of trust, collaboration, and productivity. Members are comfortable expressing their ideas, and they work together seamlessly to achieve common goals.
   • Challenges: The danger is complacency, and the team may become resistant to change as they settle into routines.
   • Leadership Role: The President’s role is more about providing resources, recognizing achievements, and encouraging ongoing improvement.
5. Adjourning (or Mourning):
   • Description: Some models include an additional stage for teams that have completed their task or project. This stage involves wrapping up activities, acknowledging achievements, and preparing for the team's disbandment.  This is especially relevant when you have long-serving members stepping down or you have a significant change in Board members.  People will step down for a variety of reasons.  Some may even come back at a later date but the dynamic will be different.  Take the time to publicly acknowledge and thank those that have served on the board.
   • Challenges: Members may experience a sense of loss as they leave or the team dissolves.  For more information or a better understanding how humans react to change check out William Bridges book Transitions (see here).
   • Leadership Role: The President can help members reflect on the team's accomplishments and support their transition out of their roles as Directors.  Perhaps they may be interested in helping with committees (if you have them) or assisting on ongoing projects (where applicable) or even perhaps mentoring a new director.

How to Use Tuckman's Model:

• Assessment: Regularly assess where your team is in the model. This can be done through team meetings, surveys, or informal discussions.
• Interventions: Tailor your leadership style to the needs of the team at each stage.  For example, during the forming stage, focus on providing clarity and direction, while during storming, address conflicts openly and constructively.
• Team Building: Use team-building activities and exercises to foster trust, communication, and collaboration.
• Communication: Emphasize the importance of open communication throughout the team's development.  members to express their opinions and concerns.

Remember that teams may not necessarily progress through these stages linearly, and they may revisit earlier stages, especially when there are significant changes or challenges. Any time you have a new member or members and/or others leave, you change the dynamic of the team that will affect how you operate.  Adjust your leadership approach accordingly and be flexible in responding to the team's evolving needs.  A good functional team can make all the difference to having an effective Board.  In upcoming blogs we’ll discuss how to work with your property manager and the roles of condominium board officers.  Stay tuned.

Michael Kennedy
CCI Nova Scotia