The relationship between a board and its property manager is perhaps the most important partnership in successful building operations. When it works well, the building runs smoothly and board members can focus on strategic decisions. When it does not, everything suffers. Here is how to build and maintain a productive working relationship.
Understanding the Role
Property managers are professionals hired to handle day-to-day building operations within parameters set by the board. They are not employees of the board but partners in building management. Property managers typically handle: day-to-day operations and vendor coordination, financial management and reporting, compliance tracking and filings, resident communications, and emergency response. Boards decide: policy and rules, major expenditures and contracts, long-term planning and budgets, and unit sales or sublet approvals. Understanding this distinction helps avoid role confusion and sets realistic expectations.
Clear Communication
Most relationship problems stem from communication failures. Establish clear channels: designate one board member (often the president) as the primary contact for routine matters to prevent conflicting instructions; agree on expected response times for different types of requests; schedule regular check-ins (e.g., weekly calls or monthly meetings) to prevent small issues from festering; and put important decisions and instructions in writing to avoid misunderstandings. When the manager knows whom to contact and what to expect, responsiveness and accountability improve.
Setting Expectations
At the start of any management relationship, align on expectations: what reports will be provided and when, what decisions the manager can make independently, what requires board approval, how emergencies will be handled and communicated, and communication preferences (email, phone, portal). Review these expectations annually and adjust as needed. Written management agreements and board policies should reflect these standards.
Giving Constructive Feedback
When issues arise—and they will—address them constructively. Be specific: "The December financials were late" is actionable; "You are always late" is not. Focus on outcomes: describe the impact of the issue and the desired result. Listen to explanations; there may be factors you are not aware of. Agree on solutions and how to prevent recurrence. This approach preserves the relationship while improving performance.
Respecting Professional Boundaries
Avoid common pitfalls that damage the relationship: micromanaging day-to-day details the manager is hired to handle; going directly to vendors or staff for issues the manager should handle; expecting the manager to handle personal unit issues or tasks outside the management agreement; and setting unrealistic expectations given that the manager likely handles multiple buildings and must prioritize. Trust, once established, allows the manager to operate effectively.
When Problems Persist
If issues continue despite good-faith efforts to resolve them, document specific incidents and how they were addressed, escalate to the management company's supervisors, review your management agreement for performance standards, and consider whether the fit is right for your building. A management change should be a last resort after genuine attempts to improve the relationship. When switching managers, allow sufficient overlap and document transition expectations so the new manager can start with a clear picture.
Contract and Scope
Your management agreement defines the scope of services, fees, and termination provisions. Boards should review it periodically and ensure it reflects current expectations. If the building has grown or changed, the agreement may need to be updated. Clear scope reduces disputes and ensures both parties understand what is included and what might be an additional charge.
The Payoff
Boards that invest in their manager relationship reap benefits: better service, proactive problem-solving, and a manager who goes the extra mile when it matters. The effort to communicate clearly, set expectations, and give constructive feedback pays dividends in building operations and resident satisfaction. A strong partnership between board and manager is one of the best predictors of a well-run building.