It is said that condominium managers in today’s industry experience a higher level of burnout than in any other industry. I agree with this statement. This is my “personal” perspective on the subject.

As a professional condo manager in Alberta, I can attest to the realities of burnout in our industry and the significant impact stress can have on an individual. I’ve spent countless late nights and sacrificed weekends and personal time to ensure that my clients and the New Concept Management Inc. team are well supported. Like any good leader, you have moments of despair, so—cry it out, wipe your tears, hit the punching bag, and keep moving forward. Balancing work with personal life isn’t always easy and can take a toll on an individual.

A common question is, “Why is it difficult to retain a condo manager?” To understand this, we must examine some key factors behind a manager’s departure. One significant factor is the “juggler” role. A manager must navigate the expectations of the board, contractors, and residents while handling maintenance issues, owner concerns, questions, budgets, timelines, and more—often all at once. This can create an overwhelming workload, primarily since a condo manager typically oversees multiple properties and engages with several condo directors. When faced with constant urgency, managers may experience heightened stress levels, adversely affecting their physical health, mental well-being, and everyday functions. Signs of this stress may include verbal or emotional outbursts. Condo managers must have stress outlets; without them, burnout can result.

Condominium Management Services can feel like a necessary evil. Through my own experiences, I’ve learned that if you don’t provide your condo manager(s) with the tools needed, such as proper training and a support system to manage their portfolio effectively, it may result in lost clients or the manager resigning. As a principal in the Brokerage, it’s your responsibility to offer supportive autonomy suitable for the condo manager’s level of competence and an adequate salary. You must also be engaged while allowing them the space to succeed independently. It’s easier said than done, I understand! Never overwhelm the condominium manager with too many properties or high-maintenance ones; this is a sure recipe for disaster. A condo manager should be able to meet their obligations and duties without the undue pressures that accompany the job.

Another key factor is that in December 2021, the Real Estate Council of Alberta began regulating condominium managers. This is a positive shift; many industry colleagues and I supported this change to bring consistency to our chosen field. Additionally, it reflects professional competence, ensures compliance with industry standards, safeguards consumers through accountability and oversight, and confirms that managers have the expertise and experience to manage a condominium building effectively. However, I’m unsure if anyone truly understood the impact this would have on the industry. Condo managers face a complicated array of provincial regulations, bylaws, and legal obligations. Staying updated with these rules demands considerable time and energy, leading to stress, burnout, or a lack of interest in being a licensed manager or brokerage.

Currently, Alberta is experiencing a growing shortage of condo managers, which is likely to worsen. We are a rare breed with a unique skill set, and as I’ve mentioned many times, you need to have tough skin to work in this industry. Many managers, particularly those more qualified, are nearing retirement, including me, and the number of newly licensed managers is insufficient to replace them, all while the number of multifamily buildings continues to rise. I read an article indicating that the industry is short by over 500 condo managers, which is alarming. It’s fair to say that skilled condo managers like me feel the pressure.

The industry faces a significant threat that will escalate if we don’t entice a new generation into condominium property management. While these are not the only essential reasons for condo managers and companies to leave the industry or experience burnout, they represent two significant factors. One approach to recruiting and retaining managers is collaborating with the province or other organizations in the industry to create a strategic recruitment plan. Addressing these challenges requires collaboration within the condominium community. Potential solutions could include enhanced training programs, attractive compensation packages, and initiatives to foster a supportive work environment.