Facility managers impact building occupants everyday through value-added services, primarily because we care about keeping our facilities functional, safe, and comfortable for customers
Behind the scenes, we contribute to our organization’s production and success by establishing positive relationships and encouraging buy-in to vital facility initiatives. Therefore, it is imperative that we continue to grow and nurture these relationships with teams and stakeholders through meaningful impacts. Here are some key ingredients to accomplish this.
Trust, honesty and respect
A range of strategies that build trust, honesty, and respect ensure effective and efficient support services. Meaningful intent stems from our demonstrated empathy towards stakeholders, understanding their health and safety concerns and needs, working collaboratively, and remaining accountable for our decisions.
This can come in the form of implementing policies that promote safety, security, and comfort—for example, improving lighting conditions, conducting accessibility assessments, adding ergonomic furniture, creating enticing break spaces, etc.
Communicate regularly in a transparent and honest manner. Be upfront about decision-making processes and offer timely information. Each project requires follow-up and evaluation to ensure thoroughness and to review performance with feedback from stakeholders. Staying in touch builds a foundation that fosters relationship building.
People management and team leadership
Leading teams to align with company priorities is another meaningful impact. Assign tasks based on each team member’s strengths and encourage them to advance the workplace experience based on current and futuristic trends. The right FM team provides a forward-thinking mindset and a desire to want to make a difference. Model the behaviour you expect. Create a productive, engaged, and motivated team that is capable of achieving their goals.
Alignment and future planning
A facility manager’s work is often aligned with the corporate vision, mission, and values. Having a strong grasp of the organization’s goals helps realize their responsibilities with greater drive and passion. Brainstorming plans to support sustainability, energy initiatives, workplace strategies, and technology enhancements are a few common business priorities.
Maintenance and workspace management programs reflect the company culture and impact our future planning. Have a strategic vision and recommend strategies to improve operations.
Offer suggestions to improve health and safety and move towards sustainable practices. We took charge when responding to the recent pandemic, and our executives have recognized our expertise. We are the problem-solvers that puzzle through our systems, ensuring a balanced approach within our buildings for our customers, technology, and operations.
Sometimes, it is easy to forget that we not only maintain buildings and operations; in the end, everything we do is for our staff and customers. Keep your lines of communication open, be effective leaders, keep up-to-date with your corporate culture, be able to pivot, but most of all, be approachable, friendly, patient, and flexible with the needs of your staff and customers
Marcia O’Connor is president of AM FM Consulting Group. She is a strategic-minded leader with more than 20-plus years of progressive experience in corporate real estate, asset management, and integrated facilities management. Marcia has a passion for mentoring young professionals and helping people, teams, and organizations see their potential. She is the lead instructor for the University of Toronto School of Continued Studies’ facilities management courses, including the FM Certification Program and many others.
