The Power of Listening: Why Successful Management Starts With Your Board

In condominium management, effective communication isn’t just a soft skill — it’s foundational. At the centre of that communication is one critical ability: listening. For any property-management company, truly listening to the board is not only about respect — it’s about operational excellence and legal responsibility.

Board members are the elected stewards of their communities. They understand the building’s history, the expectations of owners, and the nuances of daily operations. According to the Condominium Management Services Act, 2015 and the Condominium Act, 1998 in Ontario, management companies are obligated to act under the direction of the board and within the parameters of the management agreement. Beyond compliance, active listening turns those interactions into real results — stronger budgets, fewer conflicts, better community morale.

Listening also strengthens trust and transparency — two pillars highlighted by the Condominium Authority of Ontario (CAO) as essential for good governance. When managers take the time to truly hear a board’s concerns — whether it's about vendor performance, financial reporting, or communications with owners — they’re able to anticipate issues before they escalate. Boards that feel understood are more engaged, more confident in their management team, and more likely to make informed, unified decisions.

From a leadership-psychology perspective, research emphasises that listening is a key capability for effective leaders. For example, an article titled “The Need for Listening Leaders” by SJ Durning asserts that leaders who prioritise listening help create psychological safety, enhance team engagement, and support better outcomes. Lippincott Journals Moreover, in “Active Listening Techniques: Best Practices for Leaders” from the Center for Creative Leadership (CCL), the authors outline concrete strategies and note that leaders who pair listening with action build trust—and that listening without action may still leave people feeling unheard. CCL

At Peripheral Management, we view communication with our boards as a partnership, not a formality. We schedule regular check-ins, maintain transparent reporting systems, and encourage candid dialogue — even when it means revisiting processes or admitting improvement opportunities. The result: a stronger, more aligned corporation that operates with integrity and foresight.

Because when management listens, everyone benefits — owners feel supported, decisions become smarter, and communities thrive.