In a condominium, the quality of communication between the board of directors, the manager and the unit owners is often the number-one factor that separates a harmonious community from a chronically conflicted building. Yet it remains one of the most neglected aspects of management.
Poorly run meetings, decisions made without explanation, work announced at the last minute, an inaccessible registry: these gaps create mistrust, rumours and tensions that end up poisoning collective life. Here's how to modernize your corporation's communication with concrete practices and tools.
Condominium ownership is a unique form of collective property: people with sometimes divergent interests share spaces, responsibilities and expenses. In that context, information is a common asset, just like parking or the roof.
A study by the Association des gestionnaires de copropriétés du Québec (AGCQ) shows that more than 60% of disputes between unit owners stem from a communication failure — not from a substantive disagreement over a decision. What frustrates people isn't so much the outcome as the lack of transparency about the process.
A short bulletin (1 page) sent by email: work in progress, regulatory reminders, dates to remember. Regularity > exhaustiveness.
An online platform that centralizes official documents, financial reports, meeting minutes and service requests.
The flagship moment of direct democracy. Well prepared and well run, it builds trust. Poorly managed, it crystallizes frustrations.
SMS or push notification for urgent situations: water shutoff, restricted access, unplanned work. Short, factual, immediate.
A shared storage service (Google Drive, SharePoint or OneDrive) is enough for most corporations. The key is to have a clear folder structure and to centralize every important document there systematically: declaration of co-ownership, by-laws, supplier contracts, financial reports, meeting minutes and official correspondence.
Build a simple structure: Finances / Legal documents / Work / Meetings / Insurance. Name each file with the year as a prefix (e.g.: 2025_AGM_minutes.pdf). In 5 minutes, anyone can find anything.
An email distribution list (not a group chat — this matters) is enough for 90% of communications. Avoid open WhatsApp groups with all unit owners: they quickly turn into informal complaint forums that escape the board's control and produce more noise than signal.
A simple online form (Google Forms or equivalent) where residents report issues. Each request gets a tracking number and a confirmation of receipt. That small gesture — confirming that the request was received — drastically reduces follow-up messages and resident frustration.
Always reply in writing, with a factual and neutral tone. Acknowledge receipt, summarize the points raised, explain the approach taken and the response deadline. Never reply in the heat of the moment. If the tone becomes unacceptable, remind the person of the rules of courtesy and, if needed, bring the manager in as an intermediary.
The key is preparation. Send out a detailed agenda 10 days in advance. Appoint a neutral meeting chair. Set speaking rules at the start (time limited, one person at a time). For sensitive topics, send an explanatory note before the meeting so people arrive informed — not surprised.
Communicate as soon as possible, even if you don't yet have all the details. A message like "We have identified an issue and are assessing the options — we'll keep you posted by Friday" is worth more than silence. Residents tolerate uncertainty better when it is communicated honestly.
Never announce it without an explanation. Prepare a one-page document explaining why (inflation, required work, update of the contingency fund), the exact calculation, and ideally a comparison with similar buildings. Transparency turns bad news into a justifiable decision.
Corporations that communicate well receive fewer complaints, attract more board candidates and retain service providers more easily. Communication isn't a luxury: it is a reduction of operating costs.
A good condominium manager acts as a communication hub between all parties. They filter requests, answer common questions, draft official notices, prepare meetings and step in as a neutral third party when tensions rise.
This role is particularly valuable in corporations where the board is made up of volunteers who have neither the time nor the expertise to manage day-to-day communication. The manager professionalizes the relationship between the building and its residents — which translates concretely into less conflict, less turnover and better long-term unit value.
Quatre Piliers handles all communications with your unit owners: newsletters, work notices, request follow-up, meeting preparation. Your board can focus on strategic decisions.
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