Contributed by Bill Overton, PCAM
Sometimes, it feels as if community association managers are condemned to roll an immense boulder up a hill only for it to roll back down every time it nears the top like the Greek legend Sisyphus. Between angry homeowners, dysfunctional boards, and the broader social and economic pressures of our time, what managers do can seem like a thankless undertaking with our goals forever just out of reach.
Layer on top of all this is the constant drive for profitability. CEOs and managers are expected to improve service and cut costs simultaneously. Something must give. Too often, what gives is the mental health and wellness of managers and staff. The consequences are severe. People leave their jobs or worse. Rehiring and retraining are expensive. Client relationships suffer. And all of this is happening against the backdrop of a shrinking labor pool.
The Problem
Underperformance driven by employee burnout, chronic stress, and overwhelm is one of the defining workplace challenges of our time. Major research organizations have been studying this issue for years. Gallup studies indicate poor employee mental health is responsible for an annual GDP loss of up to $9 trillion. Deloitte estimates one third of all employees in the U.S. are constantly struggling with fatigue and poor mental health. Recently, the Foundation for Community Association Research examined the issue specifically within our industry. (See the Attracting Talent report at right.)
The resulting conclusions? Employees in today’s workforce often work inefficiently despite the myriad of amazing hardware and software they have to do their jobs. This underperformance is often attributed to a lack of mental and physical wellness. So how do leaders and managers address chronic underperformance while also supporting employee well-being?
The Solution
One of the most effective — and least expensive — ways to address these challenges is by improving workplace culture. Though our industry is inherently stressful, we are not doomed to an eternity of thankless work like Sisyphus. Culture is something we can change. Improving culture does not require expensive programs. Rather, it requires leadership and practical intentions. Here’s how:
The Foundation for Community Association Research has conducted the Attracting Talent to the Community Management Profession survey twice in the past five years. More than 700 managers and executives responded for the 2021 report. About 200 responded for the 2026 report.
- Lead with courage and empathy. The first step is acknowledging that mental unwellness and burnout are real problems. Leaders must be willing to truly listen to their employees to understand their experiences. Leaders also must lead by example. Practicing wellness, setting boundaries, and demonstrating balance signal to employees those values matter.
- Value people as individuals. Employee well-being is not limited to compensation and benefits. Culture improves when employees feel seen, respected, and valued as individuals. Emphasize and champion employee appreciation.
- Create meaning at work. Meaning matters. Employees are more engaged and productive when they feel a sense of purpose. Remind employees regularly how important the work they do is and create opportunities for employee well-being through growth.
- Create a better workplace culture. A positive workplace atmosphere is essential. Some offices feel tense the moment you walk in; reducing that tension is key. Coach middle managers and board members on positive behavior expectations to create trust at a fundamental level. Also important is workload management. Quality work requires adequate staffing and realistic expectations.
- Support wellness actively. Encouraging fitness, offering access to counseling resources, providing coaching, and having fun are all equally important to supporting wellness. Culture is not a one-time initiative. Daily practices reinforce a positive culture.
>> Read more about creating meaning and emphasizing employee well-being in Community Manager March/April 2026.
Bill Overton is executive director of Toscana Homeowners Association in Indian Wells, Calif., and has served on the CAI Board of Trustees and Community Association Managers Council. Bill was the project leader and a contributor to CAI’s Building Community and Managing Mental Health books.
