Editor’s note: Excellence in condominium management is built on a foundation of experience, insight, and continuous learning. In Ontario, the industry benefits from a strong network of seasoned professionals who are ready to share their expertise with the next generation of leaders. For managers seeking to build meaningful and sustainable careers, mentorship and guidance are well within reach—offering a valuable opportunity to learn from the past while shaping the future.

For this article, we spoke with Catherine Murdock and Kristian Pasku of Del Property Management to gain two valuable perspectives: one from a seasoned industry veteran, and the other from a rising leader who recently took an exciting step forward in his career.

Catherine Murdock, RCM

Everyone knows that getting a promotion is an indication that you know something about something, and your company thinks you are ready for more responsibility. You feel great that you were noticed, but it is also scary, giving you a healthy dose of humility and insecurity to deal with. I remember a phrase which says, "the answer is experience."

So, here we have a supervisor with almost a quarter of a century's experience, and a new recruit to this role who officially started his new position today.

The first hurdle I see for a rookie is the one that still drives you to manage the corporation; this is your comfort zone. The problem is you now manage the people who manage the corporation. Trust is paramount to a successful relationship with the people you are responsible for. The funny thing about trust is you give it, and people instinctively seem to want to live up to your faith in them. 

Don't undermine your staff by trying to micromanage them. They need an opportunity to shine.

There are challenges, especially if the people you now manage have more experience than you do.

Give encouragement and compliments when staff members have worked very hard not to disappoint you. Also, remember to treat them with respect as adults with jobs that require an extreme amount of responsibility. They do get stressed and tired if a lot is going on. Check the values in the insurance certificates. There may be a few extra dollars in there for additional items, but remember the land value is NOT insured. Many staff members are responsible for managing anywhere from $ 250 million to over $1 billion in property. (and I probably just made some managers a little nervous.)

Board members also need our guidance; they are volunteers working inside their own homes. Unless they are seasoned board members, there is always some insecurity. Their neighbours have elected them to work on their behalf. Help to educate and lead. We're similar to our public service employees; regardless of who is in charge, we know which door opens to what. They are complex souls living in the corporation they call home. Helping the board succeed is a big part of our job. 

Finally, you are your company's ambassador. Remember always to do your best to make your company proud of your efforts.

Kristian Pasku, RCM, OLCM

Stepping into the District Manager role after years as a Property Manager has been exciting — and, to be honest, a little intimidating. The shift is bigger than I expected. I went from being the go-to person on-site to now being the one people turn to for support, guidance, and decisions across multiple properties. It’s a great opportunity — but also a big responsibility, and not one I take lightly.

One of the first things I realized (thanks to a great conversation with my mentor, Lynn Bowers) is that success in this new role isn’t about running one site well anymore — it’s about helping other managers succeed at running theirs. That sounds simple, but in practice, it’s a whole new mindset. I’m not in the trenches every day; I’m coaching, checking in, offering perspective. I’m learning to lead through influence rather than control — and that’s harder than it looks.

To be totally transparent: I was nervous. I still am. I’m now managing people who have been in the industry longer than I have, and who sometimes know their sites and their boards better than I ever could. What if I give bad advice? What if I make a decision that impacts more people than I realize? Those questions still linger, and I think they probably always will — and maybe that’s a good thing. It keeps me grounded.

My very first day on the job, there was a serious incident: a trespasser pulled a firearm on one of our staff members. I remember thinking, This is real. This isn’t just about reports and meetings. It’s about being the person others rely on when things go sideways — staying calm, making decisions, and supporting the team through it.

That day taught me that trust is everything. Each Property Manager has their own strengths and approach, and my role is to be a resource — not a micromanager. I try to show up with humility, ask good questions, and let people know I’ve got their back. And when I don’t know something? I say so. Then I figure it out, and we move forward.

I’m also learning fast about the other side of the role: board relationships. Every board is different — some are hands-on, others hands-off. Some are formal, others very casual. Navigating those personalities and expectations takes a lot of communication, patience, and the ability to stay calm when things get tense. Sometimes, just being the person who listens and responds clearly makes a big difference.

Time management has been another learning curve. With multiple sites, board meetings, team needs, and client concerns, I've had to level up my ability to prioritize. I've started focusing more on the "big rocks" — the high-impact tasks — and leaning on my managers to handle the details. It's not always easy to let go, but I'm finding that empowering them creates better results for everyone.

What I’ve come to realize is that this role isn’t about having all the answers. It’s about asking the right questions, setting the tone, and being someone others can rely on — not just for answers, but for support. I still make mistakes. I still feel unsure sometimes. But I’ve learned that those moments are where the growth really happens.

If you’re a manager thinking about that next step, I’ll say this: you don’t have to be perfect to be ready. You just have to be willing to learn, to lead with humility, and to care about helping others succeed. That’s what I’m trying to do — one day, one site, and one team at a time.”

Catherine Murdock, RCM, OLCM has worked at Del Property Management for 33 years, including 10 years as a manager of multi-corporation sites and 23 years as a district manager. She has taught ACMO courses for 16 years and currently serves as Treasurer on the ACMO Board.
DelPropertyManagement.com

Kristian Pasku, RCM, is a District Manager with Del Property Management, overseeing 25 condominium communities across Toronto. He began his career in 2012 as a building superintendent and worked his way up through various roles, including Condominium Manager, before being promoted to District Manager. Known for his hands-on leadership and organizational skills, Kristian is dedicated to supporting site teams and ensuring operational excellence.
DelPropertyManagement.com

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