Stop the Denial & Save Your HOA! | 172

Overview

The episode argues that stalled progress in HOA/condo governance is often driven less by a lack of facts or money and more by denial—the human tendency to avoid uncomfortable realities.

The hosts frame denial as a universal psychological coping mechanism (to reduce discomfort or protect self-image), but emphasize that it has concrete consequences for community associations: boards and managers avoid hard decisions, blame others, or pretend problems (like underfunding and rising insurance costs) aren’t urgent.

Key points and recommendations

• Denial shows up in multiple ways

  • Boards/individuals may deflect responsibility to managers, blame contractors, or rationalize problems as “not my issue.”
  • Even refusing to decide is still making a decision.

• Authenticity beats facade

  • The discussion encourages calling problems by their true names (“elephant” vs. “pug dog”).
  • Board members who are candid about reality are more likely to earn respect—even from detractors.

• Mistakes should be acknowledged, not hidden

  • Use self-deprecating honesty and brief apologies when errors occur.
  • Mistakes are generally tolerated if governance is transparent and corrective action follows.

• HOAs must communicate the “real state” of the association

  • Be clear and proactive about where the community is, where the board stands, and what is being done.
  • This is especially important when major funding actions are required.

• The “hard truth” issue: low assessments

  • A central practical problem is that many associations have kept assessments artificially low for years rather than increasing them to match realistic costs (insurance, reserves, maintenance).
  • When reality arrives (e.g., insurance hikes), the consequences require major actions.

• Turning the ship requires a plan, not wishful thinking

  • If facing a funding collision, boards should:
    • Coalesce internally (agree on what must be done)
    • Likely raise assessments (often above what documents assume)
    • Pursue owner votes where required and possibly loans for shortfalls
    • Build a multi-channel communication strategy over months to years, such as:
      • Emails
      • Newsletters
      • Website updates
      • Town halls
      • One-on-one conversations
      • Committee “ambassadors”

• Move from “us vs. them” to “we”

  • Effective campaigns emphasize shared ownership—“our community,” “we have a leak,” “we need funding to protect property values”—instead of framing homeowners as opponents.

• Reserves are for now, not just the future

  • Reserve funding is presented as an ongoing, real obligation tied to current deterioration and upcoming bills, not a distant concept.

• Board service is hard; self-care matters

  • The episode ends by reminding board members to avoid burnout—take care of themselves because the community needs them.

Overall message

Stop denial, face reality, be authentic, and lead with transparent communication to secure the association’s financial and operational health.

Presenters or contributors

• Robert Nordlund (Association Reserves)
• Julie Adamen (Adamen Inc.)
• HOA Insights sponsor mentions: Association Reserves, Community Financials, Kevin Davis Insurance Services, The Inspectors of Election (and others referenced at the start)
• Five companies described as caring about board members (no additional speakers named)