Te key to comparison is thinking through the options, and presenting that thought process to your audience:


 Identify the options and think them through.


 Present the options you decided against in choosing your proposed course of action and present the rea- sons why these alternatives are not the best choices.


 Provide examples of other situations where you’ve faced the same choices, and the results of those decisions.


Let’s say you are proposing a $5,000 per unit special assessment for roof repairs to a board of directors. Te board will perceive that assessment very differently based on whether you propose it in insolation or in comparison to the $7,500 per unit special assessment, which would have to be levied if the roof caved-in, which may or may not expose the association and board to greater financial liability.


To guide the board through the process, follow these options with two anecdotes. First, an association chose to forego a special assessment and suffered a major roof failure. Tis association incurred construction costs to repair the roof, remediation costs to dry out the affected areas, legal fees to defend homeowner claims for water damage to their units, and insurance costs after the association’s premiums skyrocketed. Not only did this association have to levy a huge special assessment, it had to raise regular assessments to cover the increase in the association’s insurance premiums.


Second, compare the above outcome with another association that levied the special assessment and has not had an issue with the roof for over ten years.


Know Yourself. If you’re insincere, people will know it and raise their guard.


You can create an inauthentic persona, but unless you’re a sociopath or a great actor, it’s probably going to be hard to


20 


disguise who you are. If an audience senses you’re faking it, you usually have little to no chance of convincing them of anything – except that you’re untrustworthy.2


Persuasion is ultimately about trust and relationships.3


As an attorney,


my interactions are often adversarial in nature. While I recognize there are circumstances where it’s necessary (and even reasonable) to take a hard line, it’s important to remember that it’s a small world, and I’ll probably see the same person again. As a manager, your audience will generally consist of board members and homeowners – that is, people you will have to work with again (and again). If you win a debate but alienate your audience, you might be making the next debate that much harder to win. This is called


2 3 See William Ellet, The Practical Art of


Persuasion.  (Mar. 7, 2011).


suasive.  (2018).


SeeHow to Be More Per-


winning the battle, but losing the war. It’s fine to be passionate, but never take things personally. Try this: next time you’re involved in a heated debate with someone, after the debate is over, ask that person for advice about something unrelated. Why? It gives the other person the opportunity to feel good about themselves, helps the other person view you as reasonable, and builds a better relationship for the next time around.


So, there you have it. How can you be more persuasive? Know your audience, know your proposal, and know yourself. Also, it never hurts to keep your message simple.


JOSEPH GILLMAN is a community association at- torney at SwedelsonGott- lieb, which represents com-


munity associations throughout California.


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