Condominium Board Member Unity: How Property Managers Can Cope with Internal Conflict

In the world of condominium management, harmony among board members isn’t just a nice-to-have—it’s essential for the corporation’s stability and success. But as any seasoned property manager knows, even the most well-intentioned boards can fall into internal conflict. Differing personalities, competing priorities, and financial pressures can turn board meetings into battlegrounds, leaving the property manager caught in the middle.

If you’ve ever found yourself navigating this tension, you know how challenging it can be to remain neutral, productive, and focused on the corporation’s best interests. The good news? With the right strategies, you can keep operations running smoothly while encouraging collaboration among directors.

1. Recognize the Roots of the Conflict

Before you can help resolve board tensions, it’s crucial to understand where they’re coming from. Common triggers include:

• Disagreements over spending priorities or budgets

• Personality clashes or differing leadership styles

• Miscommunication or lack of transparency

• Unresolved issues from previous boards or terms

As a property manager, observing these dynamics without becoming personally entangled will give you valuable insight. The goal is not to take sides, but to understand perspectives so you can facilitate practical solutions.

2. Maintain Professional Neutrality

When directors disagree, they may try to pull the property manager into their camp. Resist this at all costs. Your role is to serve the corporation as a whole, not individual board members.

• Address all communications to the full board when possible, rather than to individuals.

• Keep meeting minutes accurate and impartial.

• Avoid emotional language in emails or reports—stick to facts, figures, and policy references.

This professionalism helps you retain credibility and prevents further polarization.

3. Lean on Governing Documents and Legislation

When opinions clash, objective rules can anchor the discussion. Your most powerful tools are:

• The corporation’s Declaration, By-laws, and Rules

• The Ontario Condominium Act, 1998 (or applicable provincial legislation)

• CAO and CMRAO guidelines for ethical conduct and fiduciary duties

Referring to these resources shifts debates from personal preference to legal and procedural requirements. It also reminds directors that their primary duty is to the corporation’s best interests—not to personal agendas.

4. Facilitate Transparent Communication

Many board conflicts worsen due to misunderstandings or lack of information. As property manager, you can:

• Provide clear, concise reports with all relevant data before meetings.

• Summarize past decisions so directors have consistent context.

• Suggest using shared platforms (like Condo Control or BoardSpace) for document access and updates.

When everyone has the same information, it’s harder for mistrust or misinformation to take root.

5. Keep Meetings on Track

Tense meetings can spiral into personal attacks or off-topic debates. You can support the chair by:

• Preparing a well-structured agenda and sticking to it.

• Encouraging motions and votes to resolve stalled discussions.

• Recording decisions clearly to avoid rehashing resolved items.

Your calm, organized presence can set the tone, helping meetings remain productive even in the face of tension.

6. Know When to Recommend Mediation

If a board’s internal conflict becomes toxic or obstructs decision-making, it may be time to suggest outside help. Mediation or governance training through the Condominium Authority of Ontario can help directors understand their roles and communicate more effectively. This can also take the pressure off you as the sole intermediary.

7. Protect Your Own Well-Being

Managing a divided board is emotionally taxing. Set healthy boundaries by:

• Documenting all key communications and instructions in writing.

• Avoiding unnecessary involvement in personal disputes.

• Seeking peer or industry support through associations like ACMO or CCI.

A balanced, composed property manager is far better equipped to steer a corporation through turbulent times.

Final Thoughts

While board unity is ideal, conflict is inevitable in any group making complex, high-stakes decisions. As a property manager, your strength lies in remaining neutral, relying on clear processes, and keeping the corporation’s needs at the forefront.

When you lead with professionalism, patience, and a focus on solutions, you not only help the board work through its challenges—you also reinforce your value as the steady hand guiding the community forward.