Perhaps I should enlist the experts for some advice. After all, I am not the only one who is new to this post. U.S. President Barack Obama is in the same boat as me.

True, my neighbour to the south is helming the most powerful nation in the free world, taking over a severely-recessed economy and a country at war, and is by no means a volunteer or a novice, but why split hairs. I think President Obama has enough on his plate, so iI’ll bend the ear of local experts.

As president, it’s my job to liaise between the management company we pay to run our affairs and the board of directors, while representing the best interests of all owners, they tell me. An owner myself, I got involved initially to protect my investment, but I have to remember not to act with my own agenda. Finally, with six directors including myself, it’s also my onus to engage the board and foster team spirit, and to remember to treat all members equally.

Plus I’m told (and expect there is truth to it) it’s a bit of a thankless job. But I have never been one to shy away from a challenge, and I am a people-person. But something I will have to keep in check is I am not a stupid-people person. So patience tops my list of things to work on. I am still reeling from the general meeting, and the dagger-thrusting looks I got just for being a member of a board who would dare ask residents to be accountable for the corporation they bought into and be respectful of the rules.

Always one to be prepared, I have much reading ahead. Last year I familiarized myself with the Alberta Condominium Property Act and my board’s bylaws and policies (each is 50 pages long in six-point type font), but now I have to become virtually an expert in these rules. While I excelled in Grade 11 law, reading legalese is not my specialty. (Note to self: Add lawyer to speed dial for emergencies).

The past year or so was a learning experience for all my board’s members. Half of us were new and the other had never had to vote in (a very unpopular, I might add) special assessment before, when it was brought to our attention more than $600K was needed, like yesterday, to pay for vital work to be done—and the reserves wouldn’t cut it. I can’t imagine being less liked (knocking wood here), than after the decision which saw every owner including me having to cough up $5,000. But being popular is not part of the president’s job.

I did learn no one takes bad news well, especially when money is involved, but more importantly, I realize as a board our communication to owners could be better. I also learned the kind of president I don’t want to be from the actions of those who came before me, but perhaps they felt the same when first taking the position as board chair.

I think the key is striking a balance between following the rules and ensuring owners also adhere to bylaws (all of which have reasons behind them), and being a good neighbour.

While it would be nice to make some big changes—such as having a website, fostering community spirit through block parties and barbecues, or initiating a complex recycling program (all on last year’s wish list), this young board will have to learn to walk before we can run.

For now I think we’ll stick to getting a solid handle on the finances—including going after the owners in arrears for condo fees, fines and other monies owed to the corporation and monitoring our contractors—and establishing a better dialogue between ourselves, our managers, and our fellow owners.

I think I’ve sprouted three new grey hairs just thinking about what’s ahead.

Wish me luck.  CL