Contributed by Karen G. Fooks, CMCA, AMS, PCAM
I grew up in Ocean City, Md., where life in a resort town often leads residents into a narrow set of professions. Like many others, I entered community association management because of the options available at the time.
For decades, community management has been a hidden gem. Many managers didn’t plan to enter the field but stayed after discovering a career that is intellectually challenging, deeply human, and rich with opportunity.
Today, the landscape has changed. Communities are more complex, governance expectations are higher, and legal and financial environments are evolving rapidly. At the same time, graduates are seeking purpose, stability, and meaningful leadership opportunities.
Community association management is no longer a profession we can afford to let people “stumble into.” It is time to present it clearly, confidently, and intentionally as a viable career path.
RESPONSIBILITY AND IMPACT
At its core, community management is business leadership. Managers oversee multimillion-dollar assets, advise boards, manage budgets, coordinate projects, and navigate complex interpersonal dynamics. Few careers offer such broad exposure so early. Managers engage in legal interpretation, financial planning, project management, and conflict resolution — often within the same day.
For graduates in business, public administration, communications, or related fields, this profession offers a rare opportunity to apply theory to real-world outcomes. No two days are the same.
LEARNING FROM EXPERIENCE
Patricia Burton, a condominium manager in Ocean City, Md., with more than 40 years of experience, loves her job. She finds fulfillment in guiding boards through financial responsibilities and helping them make informed decisions. Change has sustained her career. “When I started, I was entering condo fees into ledgers and hand-writing paper checks,” she shares.
Rather than resist change, Burton embraced it. New legislation, evolving governance, and advancing technologies challenged her to grow. “Learning new things is what kept me going,” she says.
Her career reflects the longevity, relevance, and continuous growth the profession offers.
TODAY’S GRADUATES
Today’s graduates increasingly prioritize stability, work-life balance, and supportive environments.
In conversations with students, many express interest in roles that build administrative skills, offer flexibility, and provide supportive cultures. One Towson University student explained their interest in community management: “For me, it’s engaging with community and having a chance to make people’s lives a bit better or easier by striving for quality living.”
These are exactly the individuals the industry needs. They are purpose-driven, empathetic, and motivated by impact.
BUILDING AWARENESS
The CAI Washington Metropolitan Chapter recently hosted a career fair that demonstrated strong interest. Attendees explored roles beyond the title and learned about accounting, operations, and leadership pathways. They also learned about growth, mentorship, and long-term opportunities. Participants asked thoughtful questions, shared personal goals, and expressed genuine excitement about entering a profession where they could make a tangible difference.
The takeaway is clear: When we show up, people respond.
RECOGNIZING TALENT
Some of the best candidates are already within our communities. I recently hired someone with board experience but no formal industry background. Having the benefit of professional management services, this individual understood governance, communication challenges, and client expectations firsthand. In many ways, they arrived with a perspective that cannot be taught in a classroom.
This reinforces a key point: Talent does not come from a single pipeline. It can come from universities, career changers, and engaged community members alike.
Community management aligns closely with academic programs in public administration, nonprofit management, and related fields. Professional credentials further strengthen this path. CAI’s credentialing pathways offer structure, legitimacy, and professional grounding. We must leverage them more intentionally.
MOVING FORWARD
Awareness does not happen passively. It requires repetition, visibility, and authentic storytelling. Community management is a career of substance. The interest and talent exist. The responsibility now rests with us to present it clearly.
Whether through high school and college job fairs, internal career pipelines, mentorship, professional credentials, public speaking, or digital engagement, we must continue to tell our story clearly and consistently.
Community management should no longer be a career discovered by accident; it should be chosen with purpose.
Karen Fooks is vice president with Community Management Corporation, an Associa company, in Columbia, Md.
