{"id":40330,"date":"2025-10-29T09:58:36","date_gmt":"2025-10-29T13:58:36","guid":{"rendered":"https:\/\/www.millerthomson.com\/?p=40330"},"modified":"2026-01-20T15:46:01","modified_gmt":"2026-01-20T20:46:01","slug":"principles-of-condo-governance-treatment-of-condo-managers","status":"publish","type":"post","link":"https:\/\/www.millerthomson.com\/en\/insights\/condominium-and-strata\/principles-of-condo-governance-treatment-of-condo-managers\/","title":{"rendered":"Principles of condo governance: Treatment of condo managers"},"content":{"rendered":"\n

Why fair treatment of condo managers should matter to every board<\/h2>\n\n\n\n

Often, we hear stories about condominium managers. We hear about the good ones and the bad ones, and we understand condo boards\u2019 frustrations from time to time. But here\u2019s the thing: Though some managers might be villains, and only a few are truly heroes, all of them are human, and they are entitled to fair and humane treatment.<\/p>\n\n\n\n

Directors\u2019 authority comes with legal and ethical duties<\/h2>\n\n\n\n

As a condominium director, you only have the authority that the legislation (in Ontario, the Condominium Act, 1998<\/em><\/a>) gives you, and that power is also subject to the declaration and by-laws of your corporation. Further, in addition to authority, the Act imposes obligations on you. In particular, it imposes on you the obligation to exercise your authority in good faith, in honesty, with the degrees of care, diligence and skill that are expected from people in a position of responsibility like yours. This is called your \u2018standard of care.<\/em>\u2019 Typically, condominium directors consider this standard when it comes to dealing with things like unit owner concerns, procurement processes for condo projects, and handling the corporation\u2019s money. All too often that standard of care goes right out the window when it comes to dealing with your manager.<\/p>\n\n\n\n

When oversight fails<\/h2>\n\n\n

This criticism cuts two ways:<\/p>\n

    \n
  1. First, there are boards who simply over-trust their managers. They expect (and some managers erroneously demand) that all responsibility for how the condominium runs should belong to the manager. Such boards fail to review status certificates, neglect making decisions about major contracts, don\u2019t bother to have at least one director sign every cheque or ensure that financial statement updates are available and reviewed at every regular board meeting. If your condominium operates in that sort of way, fix it.<\/li>\n<\/ol>\n

    Remember:<\/strong> being on a condo board is a position of trust. If you are not watching over your stewardship \u2013 meaning, the condition, funds, and operation of your condominium \u2013 you have become one of the condominium\u2019s liabilities. You become its asset by taking your responsibility more seriously.<\/p>\n

      \n
    1. On the other hand, some boards go to the opposite extreme. They can become controlling, overly critical, overly demanding, unsupportive and disrespectful. None of those are good things. Some of them can even be illegal. Under Ontario\u2019s Occupational Health and Safety Act<\/em><\/a>, every condominium board is under an obligation to protect the condo\u2019s workers, including its managers, from workplace violence and harassment. This requires the board to regularly assess the risks of such treatment with respect to every employee and contractor that works there. The board should not fail to also look inwardly to see whether it, itself, could be the perpetrator or facilitator of such violence or harassment.<\/li>\n<\/ol>\n\n\n

      What workplace harassment can look like in condominiums<\/h2>\n\n\n\n

      Subjecting a manager to ceaseless emails with irrationally short deadlines for response; demanding constant or immediate attention although knowing the manager has multiple properties to serve; berating managers in board meetings; putting the manager regularly on the defensive; peppering them with questions; insinuations of negligence; threatening the manager\u2019s employment; even just being excessively nitpicky and micro-managing \u2013 all of these behaviours can contribute to an oppressive work environment and can constitute genuine and actionable harassment.<\/p>\n\n\n\n

      How boards may facilitate harassment without realizing it<\/h2>\n\n\n\n

      Facilitating harassment could include such things as treating unit owner complaints as true without investigation, or even just being overly sympathetic to unit owner concerns in a way that leaves the manager feeling unsupported and vulnerable to attack.<\/p>\n\n\n\n

      This form of harassment arose in a case some years ago between the Amalgamated Transit Union, Local 113, and the Toronto Transit Commission (TTC). The TTC received customer complaints through Twitter that were often laced with foul language, harsh criticism and derogatory personal judgments about their employees. TTC often responded to these tweets in what seemed to be empathetic and understanding ways, such as \u201cwe\u2019re sorry to hear about your trouble,\u201d or \u201cthat wasn\u2019t nice at all.\u201d TTC was found at fault for not protecting its employees from online violence and harassment.<\/p>\n\n\n\n

      What counts as harassment? The legal standard<\/h2>\n\n\n\n

      The Arbitrator in that case noted that \u201cviolence\u201d can include \u201cintimidation, abuse, threats\u2026, swearing, screaming\u201d as well as physical assault. Harassment itself is a kind of violence that includes \u201cwords, gestures and actions which tend to annoy, harm, abuse, torment, pester, persecute, bother and embarrass.\u201d No employee, and no condo manager, should be left unprotected from that sort of treatment.<\/p>\n\n\n\n

      Good governance includes supporting your managers<\/h2>\n\n\n\n

      The mandate in Ontario\u2019s Condominium Act, 1998<\/em>, to conduct condo business in good faith and with the appropriate level of care, should be seen to impose on boards a requirement to be fully aware of the risks of workplace violence and harassment, and to take steps to prevent them, and, most especially, to ensure that you, yourselves, are not the source of it.<\/p>\n\n\n\n

      Support better governance through respect, compliance, and accountability. Our Condo and Strata Group<\/a> helps boards set and maintain best practices for management relations, legal risk prevention, and healthy communities. <\/p>\n\n\n\n

      This article was authored by a former Associate Counsel with Miller Thomson. Please reach out to a member of our team if you have questions about how your board can foster a respectful, legally compliant workplace.<\/em><\/p>\n\n\n\n

      <\/p>\n","protected":false},"excerpt":{"rendered":"

      Why fair treatment of condo managers should matter to every board Often, we hear stories about condominium managers. We hear about the good ones and the bad ones, and we understand condo boards\u2019 frustrations from time to time. But here\u2019s the thing: Though some managers might be villains, and only a few are truly heroes, […]<\/p>\n","protected":false},"author":122,"featured_media":25526,"parent":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[555],"insight-format":[416],"class_list":["post-40330","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-condominium-and-strata"],"acf":[],"yoast_head":"\nPrinciples of condo governance: Treatment of condo managers | Miller Thomson<\/title>\n<meta name=\"description\" content=\"Condo boards in Ontario have a legal and ethical duty to treat managers fairly. 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