There is a myth hanging around that homeowner association volunteers are scarcer then hen's teeth and those that aren't must be loonier than a toon for stepping up.

In reality, volunteerism is at the very core of the HOA concept. The neighbors-governing-neighbors concept will work best when volunteers oversee the hired guns (manager). And why is this? HOAs were conceived to give authority to small private communities. That authority includes being able to customize the community according to the wishes of the members. By definition, a non-owning manager can only execute the wishes and desires of the client. That leaves the authority in the hands of the HOA. To avoid an unavoidable conflict of interest, boards receive no compensation. People that work for no pay are called volunteers.

So, volunteers make or break an HOA. The need for them is mandatory, not optional. Fortunately, not all members are required to volunteer at the same time. (Whew, what a relief!) But the need is still there and there must be a conscious and continuing effort to draw them in.

Job satisfaction consistently rates highest on reasons people work. Even where money would seem to be the prime driver, it's not. With volunteers, money isn't even on the list which makes job satisfaction all the more important. This is the key to attracting and holding volunteers: make the job rewarding. How you say?

Get Organized. HOA boards without a plan are boards without a clue reacting to crises. Who wants to serve in chaos? Get organized by establishing a meeting, social and maintenance calendar. Setting dates is setting deadlines for action. Action begets results. Results are what successful people are all about. Success attracts volunteers that are successful in their personal and business lives.

Plan Ahead. Reserve studies forecast major renovation projects and provide a funding plan to pay for them. Looking far into the future reassures the membership.

Recognize Effort. (This is the praise part.) Recognition can come in plaques, kudos and a pat on the back. Do it often to build job satisfaction. But a key element of praise is trust. Trust is allowing volunteers autonomy over some area of authority, be it large or small. Resist the urge to micromanage. Reinforce trust by saying things like, "You make good decisions" and "I trust you in this." Then let them do their best.

Limit Criticism. When giving constructive criticism, consider carefully before delivering it. Constructive criticism is helpful when given on occasion and in the proper tone. Serial criticism (weighing in on every aspect of performance) delivers the message loud and clear that you have no confidence in their performance. Who wants to serve for free and be harangued at the same time? Praise takes practice. The more you do it, the better you get at it. Be sincere. Don't gush. Phoniness is worse than no praise at all. Praise makes perfect sense since it encourages performance and attracts volunteers. Volunteers are what every successful HOA is about.

For more on how to generate volunteers, see Regenesis.net.

Published: August 22, 2007

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Richard Thompson owns Regenesis, a management consulting company that specializes in condominium and homeowner associations. He is a nationally recognized expert on HOA management issues. Regenesis publishes The Regenesis Report, a monthly newsletter for HOA boards, developers and managers. To subscribe, go to Regenesis.net. He can be contacted by email at .