A Smart, Structured Way to Make Sure Your New Manager Is Meeting Your Board’s Expectations

When your board hires a new property management company, it’s a lot like hiring a new employee. You selected them based on experience, interviews, references, skill sets, and maybe even some “gut feeling” intangibles — but the real test begins once they start the job.

The smartest boards don’t wait until something goes wrong to evaluate performance. Instead, they use a clear, structured system — similar to what strong HR teams use — to monitor progress, confirm alignment, and make sure the managing agent is delivering what you hired them to do.

Here’s how to set up a simple, effective evaluation process starting from day one.

Start With a Management “Job Description” for Your Building

Every building is different, so every management company will perform differently.

Begin by creating a written document outlining:

• What the board expects

• What you were promised during the interview process

• What success looks like for your building

• What problems the new manager was hired to solve

• Which skills made them stand out during the hiring process

Think of this as your building’s management job description.

It should include:

• Operational duties

• Communication expectations

• Financial responsibilities

• Compliance timelines

• Staff oversight needs

• Meeting protocols

• Visit frequency

• Capital project involvement

This is your baseline. Everything else is measured against it.

Define the “Wishlist” You Had During the Hiring Process

When boards look for new management, it’s usually because something wasn’t working before.

Capture those wishlist items clearly:

• Better communication?

• Stronger project oversight?

• Improved staff alignment?

• Faster responses?

• Cleaner financial reporting?

• More structure around meetings?

• Stronger compliance management?

• More proactive planning?

List every desired improvement — large and small.

This becomes the second half of your evaluation rubric.

Use a Simple 1–5 Rating System at Key Milestones

Just like in HR, performance evaluation should happen at structured intervals.
The best cadence is:

3 Months (Onboarding Check-In)

Is the manager settling in well?
Have they learned the building?
Are early priorities underway?

6 Months (Early Performance Review)

Are the initial issues being addressed?
Is communication consistent?
Is the building calmer and more organized?

12 Months (Annual Review)

Have the wishlist items meaningfully improved?
Is the board making better decisions with better information?
Has the building moved forward financially and operationally?

Annually (Ongoing Review)

Is this still the right partner?
Are they growing with the building’s needs?
Do they continue to deliver value?

At each review, rate the manager on a scale of 1–5 for every expectation in your job description and wishlist.

This creates a transparent performance history — and eliminates emotional, inconsistent evaluations.

What Should You Be Rating Them On?

Here are the categories most boards include:

Communication & Responsiveness

Are they timely, clear, and consistent?

Operational Oversight

Are repairs handled quickly and professionally?

Building Visits

Are they visiting at a frequency appropriate to your building’s condition and staff?

Staff Management

Are they aligned with the super or resident manager?

Financial Management

Are financials accurate and clearly explained?

Compliance Management

Are deadlines tracked and managed without surprises?

Project Coordination

Are capital projects moving forward smoothly?

Meeting Support

Are agendas, minutes, and prep materials professional and organized?

Resident Relations

Are issues resolved appropriately and efficiently?

Professionalism & Board Partnership

Do they help the board govern better?

Document Everything for Consistency

Boards change. Managers change.
But documentation protects the building.

A simple evaluation packet should include:

• Your management job description

• Your wishlist

• Rating sheets for each milestone

• Notes or examples supporting each score

• Any recommendations for next steps

This becomes your yearly benchmark — and ensures future boards inherit a clear record of performance.

Why This Approach Works So Well

Using an HR-style structure helps your board:

• Evaluate fairly

• Avoid emotional decision-making

• Ensure accountability

• Track progress over time

• Catch issues early

• Improve communication with management

• Support managers when they are doing well

• Redirect them when they’re off track

A good management company should welcome this — because it gives them clarity too.

If you’d like help setting up a professional evaluation system for your property management company — including the job description, wishlist, rating tools, and review structure — let’s get on a quick call. I’ll walk you through the exact framework we use for NYC co-op and condo boards to ensure their manager performs from day one.

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