Each and every multifamily community is different, with unique needs, expectations, and challenges. If you’re a regular reader of this publication, you’ve heard that refrain many times, across a broad range of contexts—including board governance. Some boards are tight-knit, proactive, and highly involved in the day-to-day operation of their properties, while others are more reactive, delegating the operational tasks to management and serving primarily as the final word on big expenditures, capital projects, and unit transfers. 

Both approaches are valid, and can be equally effective, depending—again—on the unique character and needs of the building or association being governed. Striking the right balance is difficult to achieve, and that balance can change over time.

One Size Does Not Fit All

A board’s governing style depends on a variety of factors, among them the size of the community, the presence and contractual obligations of management, what the community’s governing documents require, the condition and complexity of the physical property, and the personalities of the board members themselves. 

In short, there’s just no such thing as a ‘one-size-fits-all’ board. Every association has its own personality, history, and pressure points, and that heavily influences how the trustees of that association govern. And when there’s a mismatch between a board’s administrative approach and what residents want and expect, friction is bound to follow. Too far one way, and the board may be seen as meddling; too far the other way, and residents feel unheard—and eventually resentful. 

The Players

A condo association or cooperative corporation is governed by an elected board of trustees whose responsibility it is to protect the welfare of the community in accordance with the applicable governing documents. That protection extends to the physical plant, the association or corporation’s financial viability, and the value of the common areas and individual units. To better understand how a residential governing style can develop, it’s important to understand the components of board authority. 

In most cases, the board works in conjunction with a community manager, legal counsel, and an accounting consultant. As boards are typically made up of elected volunteers who may or may not have experience in those fields, they often depend on their contracted professionals to help them make effective decisions and then execute them. In the simplest terms, boards make policy, and management then executes those policies. What varies from community to community is how much collaboration there is between board and management in the policy-making process, how much input and direct involvement the board demands, and how much discretionary decision-making power the board gives management in execution.

Constitutional Monarchy vs. L’État C’est Moi

“Community association boards operate with a wide spectrum of governing styles,” says Bruno Bartoli, director of management services with Evergreen Management Group in Bedford, New Hampshire. “Each is influenced by factors like the community’s size, the backgrounds of individual board members, and the maturity of the association itself. Some boards prefer a more strategic, policy-oriented approach, focusing on the high-level decisions and delegating more operational tasks to management, while others are more hands-on, involved in everything from vendor coordination to direct interaction with residents.”

Matthew Gaines, a partner with Braintree, Massachusetts-based law firm Marcus, Errico, Emmer & Brooks, adds that “some boards are very deeply involved with direct daily management. Others are not, whether or not there is a managing agent; most fall somewhere in the middle. Both approaches have their pros and cons. One positive aspect of having a very hands-on board is that they really know what’s going on in the community, and can react quickly when issues come up. 

Gaines continues, “Knowing everything isn’t always a good thing, however, because there’s no option for deniability. When you run into an owner, they know you’re very involved, and may pepper you with questions. There’s no break. Being that hands-on can make board service a full-time job for board members who already have full-time jobs. You don’t need to get that far into the weeds. Truthfully, that’s what management is for.”

And in buildings with outside management, board governing style also depends a great deal on how the community manager handles individual situations. “It’s so important to know your audience and connect with each individual board member,” says Thomas Chilenski, president and senior property director with Cedarcrest Property Management in Fairfield, New Jersey.  “Every board member, every board, every association is unique and must be treated that way. Getting to know what they prefer, what makes them tick, is essential. You’re managing the personalities and figuring it out. Communication is the key.” 

The approach a board takes to governance often depends on the level of relevant expertise found among the board members—which, of course, can vary widely. As one veteran community manager and former board member notes, “There’s no training for board membership. When I was elected to my board, I wasn’t in the real estate industry. All I had was the experience of living in the building and observing the decisions and style with which the previous board communicated to the community.”  

A community may be fortunate enough to have someone with a career in law or finance on the board who can apply their experience, but that’s not always the case. Most board members’ relevant experience and qualifications come from simply living in the community and wanting to do their part to keep it running smoothly. It’s not unreasonable to expect a Back Bay co-op board made up of CEOs and corporate attorneys to function differently than the board of a smaller or limited-equity community that’s made up of teachers, civil servants, and retirees. 

The Pros & Cons

To be very clear: functioning ‘differently’ doesn’t mean better or worse in this context; it just means that boards can—and indeed, should—reflect and represent the residents they serve. Part of that is tailoring governing style to resident needs and expectations, as well as realities of scale. A building with 300 units that’s home to more than 1,000 people likely requires a more by-the-book approach to governance than a self-managed 8-unit condo association where half the unit owners are on the board and everyone communicates on a WhatsApp text thread. There are benefits and drawbacks to all styles of board governance.   

“Those pros and cons all relate to effectiveness,” says attorney Jonharold Cicero, a partner at New York-based DL Partners Law. “A more relaxed, hands-off approach depends on the communication and attentiveness of the manager and board’s counsel working together to be effective—otherwise it doesn’t end well. The hands-on approach where the board is heavily involved can many times also not end well if it becomes autocratic. The reality is a board should act like a CEO of a company; the ‘C-level’ board. They have a property manager and attorney to take care of details and hold them accountable to make sure what needs to be done gets done and that the board’s fiduciary responsibility is protected and executed.”

The general consensus among industry pros is that a more hands-off board can work extremely well when the association is financially stable, the infrastructure is in good shape, and the board has confidence in its management team. The upside is efficiency—decisions get made faster, professionals are empowered to do their jobs, and there’s less emotional interference in day-to-day operations. The downside is that if the board disengages too much, small issues can snowball before anyone notices. 

A common refrain from community managers is the ideal of a participatory—but not overbearing—board of trustees. “What’s most important is clarity of roles, consistency in governance, and alignment with the association’s long-term goals,” says Bertoli. “Boards that operate with transparency, structure, and mutual respect—regardless of style—tend to be most effective.”

Reading the Room

Community managers and management companies don’t just manage their client properties—to a greater or lesser degree, they have to ‘manage’ their client boards as well. That’s another place where the personalities involved and their collective governing style make a big difference. 

“An active board that is involved with the association and management is a huge positive,” says Chilenski. The board and manager working together as a team is always the best approach, and management must instill trust with the board to accomplish this. Management needs input and opinions from the entire board in order to collaborate and make the best decision for the association’s long term interests.”

An experienced manager adapts their leadership style based on the board’s dynamic while maintaining professional boundaries and ensuring legal and procedural compliance. “With more passive boards,” says Bartoli, “managers often take on a stronger advisory and organizational role, driving agendas, overseeing vendor relations, and presenting options for decision-making. With more active boards, the manager shifts toward a facilitative role—ensuring projects are completed, legal and financial frameworks are upheld, and board actions are properly documented. Regardless of the board’s style, the manager must remain objective, provide consistent education, and ensure that the association operates within the scope of its governing documents and applicable statutes.”

Communication is Key

Along with ‘every building is different’, ‘communication is key’ is another truism New England Condominium readers will be very familiar with—and one the pros cite again and again when it comes to how boards do their job. Consistent, effective communication between board, management, and residents is crucial for good governance, regardless of board management style. So whether your board meets once a month or once a year, or whether your building is home to 100 or 1,000, the traits that make a great board are universal. 

A.J. Sidransky is a staff writer/reporter for New England Condominium, and a published novelist. He may be reached at alan@yrinc.com.