The Non-Decision Decision

Managerial life is full of problems that need to be solved - either by the us (the managers) directly or by others making decisions and tasking us to carry out those decisions; however, many is the time we rely on others (Board members, supervisors) who don't want to make decisions, so they don't. This is the no-decision decision, or the “non-decision,” which is truly a misnomer, because no decision is a decision.

Here's how it usually goes when dealing with those who refuse to make a decision: The manager takes a problem or policy issue in which they genuinely don’t have authority and/or knowledge to resolve, to the should-be decision-maker, be they a Board member or management company executive. In turn, that person…

1) Tells you to resolve the issue yourself (authority given, figure it out)

2) Sends it “upstairs” for someone else to deal with (usually resulting in… nothing)

3) Says they'll get back to you (and never do, see above)

4) Informs you that the issue will be tabled for now (and stretching into the future as far as the eye can see)

Only number 1 is a “decision,” in a sort of pass-the-buck way, and though you didn’t get the help you needed, you’re at least free to move on it; however, numbers 2, 3 and 4, are very familiar non-decisions that thwart efficient and effective work flow, dampens morale and often have a detrimental financial impact.

Effect of non-decisions

Work flow comes to a grinding halt. Everyone has been caught in a traffic jam: There you sit for 30, 40, 50 minutes or more crawling along at a snail's pace. When you finally are close enough to see what is causing the hold-up it turns out to be a little old guy completely off the highway, on the side of the road in a VW van with a flat. That's all. It’s the same with a non-decision: One clog in the flow of decision-making traffic and everything jams up behind it. Community management is like a big wheel that keeps on turning with one deadline to meet after another; and any shortage of decision-making at the association or management company level starts out as one little old guy with a flat, but rapidly turns in to the end-times of traffic jams, impeding efficient work-flow.

Morale and performance:

Example #1: A homeowner wants a tree removed, and has gone through all proper procedures to obtain permission from the Board. The Board tables the issue, month after month, fearing political retribution from other owners, yet at the same time will not give the homeowner an actual denial. This leaves the manager in a really crummy position of giving the owner what little information there is, while not throwing the Board under the bus. Unwittingly, the Board is destroying staff morale by deeming them less important than the Board's political safety. Low morale = steadily lowered performance. We've all been there; it's not a happy place. The worst part is we know it won't be an isolated incident because the indecisive tend to stay... indecisive.

Example #2: Manager Bill, at the request of a Board, emails his supervising executive Laura, asking that she meet with that Board to discuss Project X. Project X is important to the Board, and the outcome of the meeting will have direct bearing on whether or not the account stays with Bill and Laura's management company. Laura fails to answer three emails and 2 voicemails in a one-week period. Manager Bill has to explain to the Board that he just can't get a response. Bill feels sabotaged and the Board feels neglected, so they terminates the contract. Bill's salary is reduced due to the loss of the account and Laura isn't happy with the account loss, but is quickly on to other crises. Bill feels as if he can't trust Laura. Laura's non-decision in not answering communication resulted in the loss of the account as well as Bill's loss of income and resultant feeling of betrayal. No bueno.

Financial impacts of a non-decisions

Associations. The easiest and most obvious non-decision to point to is any Board failing to fund reserves. The reserve study says fund, management says fund, the Board talks about special assessments, raising dues or a combination thereof; yet, is unable to bring themselves to a vote because it might create a political headache. That non-decision results in financial problems in the months and years ahead for that community. No bueno here, either.

Management companies. As outlined earlier, managers who suffer the effects of a the continual non-decisions made by their supervisor will eventually leave that company or the industry; and turnover costs real money. The non-decision makers of our world would do themselves and everyone else a favor if they would put a price tag on their indecisiveness. Of course, that would require a decision to do so.

What can you do?

Unfortunately, you will encounter many indecisive people in our industry and everywhere else. The rub for us is that so much of what we do as managers requires decisions to be made by others for us to carry out our duties efficiently and with competence. If you are dealing with an indecisive Board, all you can really do is give them as much information and guidance as possible, including the potential side-effects of a no decision, and… let go of the result. It’s their community, and you’ve done all you can do. If you’re working with supervisors that continually slow-walk issues brought to their attention, the best you can do is to document your attempts to get resolution, and move forward as best you can, with that company, or perhaps another.

c. 2023 Julie Adamen, Adamen Inc. All Rights Reserved