Misunderstandings & Truths: Association Manager Job Expectations Explained

At some point in my career, I had the opportunity to work with an executive coach. This experience was incredibly valuable, and I learned several important lessons. The one that has stayed with me the most—and even inspired the creation of Building Bloc NW—is this: 

"People will treat you how you teach them to treat you." 

That simple but powerful statement struck a chord with me, particularly when I was managing an Association grappling with a highly emotional special assessment. The financial burden was significant enough that some owners faced the possibility of selling their homes, and they called me begging to reconsider this work, of which I had very little control. Homes are intensely personal; they’re not just financial investments—they’re places where people live, dream, and build their lives. 

Unlike corporations managing mortgages as numbers on a balance sheet, homeowners experience property ownership differently. Yet, many aspects of homeownership come with responsibilities that aren't always intuitive. In the past, practical knowledge was often passed down from generation to generation—how to maintain a home, fix a tire, or handle property repairs. Much of that knowledge has been lost as our lives have become more digital and specialized. 

It might sound simple, but why should we assume that every homeowner knows they must winterize their hose spigots? Likewise, buying into a homeowners’ association (HOA) comes with responsibilities that aren't always apparent to new owners, especially when that HOA is a condominium association (COA), and the lines of responsibility can be tricky. 

As Managers, we often find ourselves in the role of teachers—guiding owners through the realities of property ownership and community living. Sometimes, this means teaching hard lessons about financial responsibility, compliance, or maintenance. And while this educational aspect isn't typically listed in job descriptions, it's undeniably part of the role. 

The emotional toll of delivering difficult news about costly repairs or assessments can be draining. The price of that energy is when the Manager is being pulled away from their job. As I reflect on my role as an Association Manager, I realize that a key part of my work is to clear up misconceptions and set better expectations from the start. 

This topic is vital because HOAs often face an uphill battle against negative stereotypes. These misconceptions create friction and overshadow the true purpose and role of an Association Manager. As Managers, we frequently fight to break free from these false narratives, which monopolize the space that could otherwise be filled with understanding and collaboration. 

Based on my experience as an Association Portfolio Manager, here are five common misunderstandings I encountered regularly, the truths behind them, and suggested approaches for improvement. 

Misunderstanding #1:

Association Managers Help Resolve Neighbor Disputes 

Truth:

Association Managers Address Issues That Impact the Entire Association 

I can't count the number of times I've received emails or calls from owners reporting issues with their neighbors and asking me to step in. I understand that confronting someone you don’t know or will continue to see regularly can be intimidating, but unit-to-unit disagreements are not the Association's business.  

A Manager's primary role is to oversee the Association's business operations. Using the Association’s resources to address a matter that only affects one unit and causes discomfort for an individual is a diversion from the Association’s broader goals and responsibilities to the entire community. 

This doesn’t mean we lack empathy or understanding for these situations—it simply means we lack resources, skills, or time to mediate personal disputes between neighbors. If the issue does not generate multiple complaints or impact the community, it falls outside the Association’s purview. 

Suggested Approach: 

• Communicate directly with your neighbor. Most issues can be resolved with a simple conversation. 

• If knocking on the door feels uncomfortable, leave a friendly, non-confrontational note on their door. 

Misunderstanding #2:

Association Managers Work for the Owners of the Association 

Truth:

Association Managers Are Business Partners to the Association, Working at the Direction of the Board of Directors 

The chain of command for Association Managers is often misunderstood. Association Managers work under the direction of the Association’s Board of Directors—not individual owners. Their primary responsibility is to support the Board in managing the Association's operations and implementing its decisions. 

Association Managers fill that operational gap since Board members are typically volunteer owners who may lack the time, expertise, or desire to manage the community's needs directly. This partnership also helps establish healthy boundaries for the community as a whole. 

Suggested Approach: 

• Owners: Be accountable for your share of the Association's responsibilities. Familiarize yourself with the Association's rules and property boundaries. 

• If unsure, check the rules first or ask the Association Manager for clarification. 

Misunderstanding #3:

Association Managers Handle All Responsibilities for the Association 

Truth:

Managers Work Within the Boundaries of Their Contract with the Association 

Each Management Company operates differently, but an Association Manager can't handle every task alone. Their role is to build and coordinate a team, but they rely heavily on the Board for collaboration and prioritization of projects. The amount of energy and funding an Association has remains fairly consistent, and often, it is better to complete two things than start ten, especially when the two items will affect the property's value. 

Suggested Approach: 

• Recognize the limitations of both Management and the Board. 

• Focus on tackling high-priority needs first rather than addressing everything at once. 

Misunderstanding #4:

Owners' Assessments Go Directly to the Management Company 

Truth:

Associations Have Separate Bank Accounts Managed by the Board and Management Company 

Most Associations maintain both an Operating Account and a Reserves Account. The Management Company typically has signing authority for the Operating Account to pay budgeted expenses, but the Board retains control over the Reserves Account. Part of this control is having two authorized Board members sign all Reserve Checks.  

Suggested Approach: 

• Review your Association's budget and financial statements to understand how funds are allocated. 

• If you have questions, contact the Association Manager or the Association Treasurer. 

Misunderstanding #5:

Association Managers Make Decisions for the Community 

Truth:

Managers Execute Decisions Made by the Board

Owners sometimes expect immediate approvals for requests, such as architectural changes, assuming the Manager has the authority to make those decisions. However, managers can only present these requests to the Board and communicate the Board’s decisions to owners. 

Suggested Approach: 

• Owners: Recognize the need for proper processes and allow time for approvals. 

• Boards: Proactively develop policies to streamline routine requests, such as air conditioning installations or other common changes. 

Being an Association Manager is like herding cats—and for portfolio Managers, it's like juggling multiple groups of cats at once. When owners misunderstand the role of their Association Manager, it deters attention from Association matters and creates unnecessary friction as Managers work to redirect misplaced expectations. We can foster healthier, more productive relationships by proactively setting clear expectations and educating owners and Boards. 

Misunderstandings often lead to frustration, which is unfortunately directed at Managers. The mounting pressure can result in burnout and drive talented professionals out of the industry. This role demands a narrow, often precarious line between operational management and community care. If we want to retain skilled Managers and maintain strong Associations, we must prioritize better communication, understanding, and respect for their essential role.