How to Work Better With Your Condo Manager

The relationship between a condominium board and its management provider is one of the most important factors in how well a corporation functions. When it works well, governance is easier, problems get resolved faster, and the community runs more smoothly. When it doesn't, everything is harder.

Here's what boards can do to make the relationship work better.

Be Clear About Expectations

The most common source of management problems is a mismatch between what the board expects and what the manager delivers. Often, this mismatch exists because expectations were never made explicit.

At the start of the relationship — and periodically throughout it — have a direct conversation about expectations. What does responsive communication look like? How often should the manager report to the board? What decisions can the manager make independently?

Getting these expectations on the table prevents most of the frustration that comes later.

Communicate Through Appropriate Channels

Boards that communicate with their manager through multiple channels — individual director emails, phone calls, texts, and formal requests — create confusion and make it harder for the manager to prioritize effectively.

Establish a primary communication channel and use it consistently. If the board has a designated liaison to management, use that structure.

Make Decisions Promptly

Managers often need board decisions to move forward on maintenance, contracts, and other matters. Boards that delay decisions — or that can't reach consensus — create bottlenecks that affect the manager's ability to do their job.

When the manager needs a decision, respond promptly. If more information is needed, say so and specify what's needed.

Give Feedback — Both Directions

Tell your manager when they're doing well. Tell them when they're not. Specific, constructive feedback is more useful than general complaints.

Ask for feedback in return. A good manager will have observations about how the board can work more effectively. Being open to that feedback improves the relationship.

Hold Them Accountable — Fairly

Accountability means following up on commitments, addressing recurring problems, and having honest conversations when performance falls short. It doesn't mean micromanaging, second-guessing every decision, or treating the manager as an adversary.

Fair accountability — clear expectations, consistent follow-up, honest feedback — produces better results than either passive acceptance or adversarial oversight.

Remember the Goal

The goal is a well-managed community. The board and the manager are on the same side. When the relationship is working, that's easy to remember. When it's not, it's easy to forget.

Keeping the goal in mind — and treating the management relationship as a partnership rather than a transaction — makes everything work better.