How to Reduce Your “Problem Clients”

When community association managers get together, it doesn’t take much time before the conversation turns to their problem clients. Almost everyone has stories about the difficult client who tries their patience and professionalism.

For many managers, these clients have become more common and less restrained. Some management companies are responding by taking a proactive, rather than reactive, stance and not looking back.

When you hear the term “problem client,” a certain board member probably comes to mind quickly. But what is it about that person or people that presents such a challenge?

“A difficult board member is somebody who — no matter whether it’s the management company, legal, a vendor, or even owners — doesn’t taking the advice on how to do things correctly,” says Brad van Rooyen, president of HomeRiver Group-Florida, which manages about 120 associations in the state. “And someone who also isn’t willing to hear feedback from the owners.

“It’s their way or the highway.”

Katie Anderson, CEO of Aperion Management Group, LLC, which manages around 65 associations in Central Oregon, prefers to work with what she calls “like-minded communities.” Of course, it takes some work to ferret out the clients you do and don’t want to work for. For Anderson, though, the work is well worth it.

To learn about the kind of due diligence that can preempt problem clients, as well how to determine whether to terminate the ones you already have in your ranks, read our new article: Don’t Let Problem Clients Hold You Hostage.

Best regards,
Matt Humphrey

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