Facility Manager’s Role
What Is FM?
◦ IFMA: Facility management is a profession that
encompasses multiple disciplines to ensure functionality
of the built environment by integrating people, place,
process and technology.
◦ FM is the management activity which supports
businesses, many other types of organization and
particularly the users of the built environment, through
the provision of facilities and associated support
services'.
◦ FMA Australia: Facilities can be generally defined as
buildings, properties and major infrastructure, also
referred to within the Facility Management industry as
the "built environment". The primary function of Facility
Management (FM) is to manage and maintain the
efficient operation of this "built environment".
◦ CEN: Facilities management is the integration of processes within an
organization to maintain and develop the agreed services which support
and improve the effectiveness of its primary activities
◦ BIFM: "Facilities management is the integration of multi-disciplinary
activities within the built environment and the management of their impact
upon people and the workplace".
SAFMA
"Facilities Management is an enabler of sustainable enterprise
performance through the whole life management of productive
workplaces and effective business support services"
HFMS:
Facility or facilities management is the integration of multi-
disciplinary activities within the built environment and the
management of their impact upon people and the workplace.
Areas of work Job titles of a facilities
manager:
People Management Facilities Manager!
Working with Suppliers and Head of facilities
Specialists Senior Facilities Manager
Property Portfolio Manager – facilities and
Management support services
Building Fabric Maintenance Workplace Services Contract
Managing Building Services Manager
Managing Support Services Area facilities manager
Project Management Facilities Account Manager
Customer Service Head of property and facilities
Environmental Issues (EMEA)
Space Management Projects and facilities manager
Procurement Facilities and purchasing
Risk Management manager
Financial Management Specialist facilities
Quality Management management engineer
Information Management
Leading people
Influencing people
Commanding people
Guiding people
Covey and Improving Effectiveness
Facility managers can apply Stephen Covey’s 7 habits to
improve effectiveness on projects
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish
things
Managers Leaders
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Follows the rules Shape entities
Planning
Organizing
Directing
Controlling
Manager Leader
Planning Devises strategy
Budgeting Sets direction
Sets targets Creates vision
Establishes
detailed steps
Allocates
resources
Manager
Creates structure Leader
Job descriptions Gets people on
Staffing
board for strategy
Communication
Hierarchy
Networks
Delegates
Training
Manager Leader
Solves problems Empowers
Negotiates
people
Cheerleader
Brings to
consensus
Manager
Implements Leader
control systems Motivate
Performance Inspire
measures Gives sense of
Identifies accomplishment
variances
Fixes variances
Intelligence Personality
◦ More intelligent ◦ Verbal facility
than non-leaders ◦ Honesty
◦ Scholar ◦ Initiative
◦ Knowledge ◦ Aggressive
◦ Being able to get ◦ Self-confident
things done ◦ Ambitious
Physical ◦ Originality
◦ Doesn’t see to be ◦ Sociability
correlated ◦ Adaptability
Delegating Selling
◦ Low relationship/ ◦ High task/high
low task relationship
◦ Responsibility ◦ Explain decisions
◦ Willing employees ◦ Willing
Participating Telling
◦ High relationship/ ◦ High Task/Low
low task relationship
◦ Facilitate decisions ◦ Provide instruction
◦ Able but unwilling ◦ Closely supervise
Challenges
General Advice ◦ Need knowledge
◦ Take advantage of quickly
the transition ◦ Establish new
period relationships
◦ Get advice and ◦ Expectations
counsel ◦ Personal
◦ Show empathy to equilibrium
predecessor
◦ Learn leadership
Not learning
quickly Captured by
Isolation wrong people
Know-it-all Successor
Keeping existing
syndrome
team
Taking on too
much
Have two to three years to make measurable
financial and cultural progress
Come in knowing current strategy, goals, and
challenges. Form hypothesis on operating
priorities
Balance intense focus on priorities with
flexibility on implementation….
Decide about new organization architecture
Build personal credibility and momentum
Earn right to transform entity
Remember there is no “one” way to manage a
transition
Create Momentum
Master technologies of
learning, visioning, and
coalition building
Manage oneself
Learn and know Foundation for
about company change
Securing early ◦ Vision of how the
wins organization will
◦ First set short look
term goals ◦ Build political
◦ When achieved base to support
make a big deal change
◦ Should fit long ◦ Modify culture to
term strategy fit vision
Build credibility
◦ Demanding but can
be satisfied
◦ Accessible but not too
familiar
◦ Focused but flexible
◦ Active
◦ Can make tough calls
but humane
Learn from internal and external sources
Visioning - develop strategy
◦ Push vs. pull tools
◦ What values does the strategy embrace?
◦ What behaviors are needed?
Communicate the vision
◦ Simple text - Best channels
◦ Clear meaning - Do it yourself!
Coalition building
◦ Don’t ignore politics
◦ Technical change not
enough
◦ Political management isn’t
same as being political
◦ Prevent blocking coalitions
◦ Build political capital
Be self-aware Types of help
Define your ◦ Technical
leadership style ◦ Political
Get advice and
◦ Personal
counsel Advisor traits
◦ Advice is from ◦ Competent
expert to leader ◦ Trustworthy
◦ Counsel is insight ◦ Enhance your
status
Planning Leading Organizing Controlling
Planning Problem Preparing Controlling
Solving
Scheduling Communica Organizing Correcting
ting
Completing
Does the person question existing systems and
push for improvements?
Do they offer practical ideas?
When they speak, who listens?
Do others respect them?
Can they create or catch a vision?
Do they show a willingness to take
responsibility?
Do they finish the job?
Are they emotionally strong?
Do they possess strong people skills?
Will they lead others with a servant’s heart?
Can they make things happen?
Right
Peopl
Right e
Enviro Right
nmen Roles
t Right
Leade
rship
Right Right
Proce Traini
ss ng
Right
Tools
Right
Result
Trustworthy
Objective Teamwork Methodical
Innovative Practical Responsive
Guiding Principles
Communication
Planning Justification
s
Continuous
Partnerships Implementation
Improvement
Requirements of Success
The Facility Function The Facility Function
Mission Statement Vision Statement
Key Concepts
◦ Aligning the FM function with customers
◦ The facility Manager as Leader
◦ Leadership and Management tools and techniques
Facility Manager
◦ Planner, Organizer, Leader, coordinator and
evaluator.
Plan and Organize the facility functions
◦ Create the mission for the facility
◦ Assess business trends
◦ Plan facility function activities
◦ Organize the facility functions
Managed the personnel assigned to the
facility
Managed the personnel assigned to the
facility functions
Some thoughts and examples
Involves thinking strategically
about
◦ Firm’s future business plans
◦ Where to “go”
Tasks include
◦ Creating a roadmap of the future
◦ Deciding future business position
to stake out
◦ Providing long-term direction
◦ Giving firm a strong identity
Charts a company’s future
strategic course
Defines the business makeup
for 5 years (or more)
Specifies future technology-
product-customer focus
Indicates capabilities to be
developed
Requires managers to
exercise foresight
How to creatively prepare a
company for the future
How to keep the company
responsive to
◦ Evolving customer needs
◦ Competitive pressures
◦ New technologies
◦ New market opportunities
◦ Growing or shrinking
opportunities
A mission statement A strategic vision
focuses on current concerns a firm’s
business activities - future business path
- “who we are and -- “where we are
what we do” going”
◦ Current product ◦ Markets to be
and service pursued
offerings ◦ Future technology-
◦ Customer needs product-customer
being served focus
◦ Technological and ◦ Kind of company
business that management is
capabilities trying to create
Defines current business activities
Highlights boundaries of current business
Conveys
◦ Who we are,
◦ What we do, and
◦ Where we are now
Company specific, not generic —
so as to give a company its own identity
A company’s mission is not to make a profit !
The real mission is always—“What will we do to make a
profit?”
A good business definition
incorporates three factors
◦ Customer needs -- What is
being satisfied
◦ Customer groups -- Who is
being satisfied
◦ Technologies and competencies
employed -- How value is
delivered to customers to satisfy
their needs
Should include the best of both
An exciting, inspirational vision
◦ Challenges and motivates workforce
◦ Arouses strong sense of organizational
purpose
◦ Induces employee buy-in
◦ Galvanizes people to live the business
Crystallizes long-term direction
Reduces risk of rudderless
decision-making
Conveys organizational
purpose and identity
Keeps direction-related actions of
lower-level managers on common
path
Helps organization prepare for the
future
Vision Statement
◦ KUMC Facilities Management will be the premier
Facilities Department in the state of Kansas
Mission Statement
◦ KUMC Facilities Management will provide safe,
clean, comfortable and well lit facilities to ensure
the University's success by providing:
◦ The finest healthcare environment for our patients
◦ The finest educational environment for our students
◦ The finest research environment for our scientists
◦ The finest work environment for our faculty and
staff
Basic Principles
Focus on the situation, issue, or behavior, not
on the person.
Maintain constructive relationships.
Take initiative to make things better.
Lead by example.
VISION
Serve as the resource and representative for
facility management.
MISSION
Advance the facility management profession.
Vision: To become a most respected corporate with
exemplified professionalism, efficiency and ethical
value, creating a highly challenging and techno-savvy
work environment for enhancing customer
satisfaction and maximizing stakeholders’ values
through sustained profitability.
Mission: To be a leader in every business, with
investment in advance technology, equipment, people
and to provide products and services that ensures
high standard of customer satisfaction through well
established systems and management practices.
Values: Excellence, Transparency, Compassion,
Honesty, Empowerment and Discipline
Pride and
Motivation
Constraint
Experienc s
e
Capability Outcome
Confidenc Working
e Conditions
Developed Mgmt.
Skills Attitudes
Personalities
Policies
Innate Procedures
Ability Resource Limits
etc.
Strategic Theme:
Operating Efficiency
Financial
Profitability What will drive operating efficiency?”
Fewer planes
More • More customers on fewer planes
customers
Customer
How will we do that?
Flight Lowest
Is on time prices • Attract targeted customer segments who
value price and on time arrivals
Internal What must the internal focus be?
Fast ground
turnaround • Fast turnaround
Learning
Will our people do that?
Ground crew
alignment • Educate and compensate ground crew
regarding how they contribute to the firm’s
success
• Employee stockholder program
Diagram of the cause and effect Statement
relationships between strategic of what
objectives (Strategy Map) strategy How success
must in achieving The level of Key action
Strategic Theme: achieve and the strategy performance programs
Operating Efficiency what’s will be or rate of required to
Financial critical to measured improvemen achieve
Profitability its success and tracked t needed objectives
More
Fewer planes
customers
Customer
Flight Lowest
Is on time prices
Objectives Measurement Target Initiative
Internal •On Ground •30 Minutes •Cycle time
•Fast ground
Fast ground turnaround Time •90% optimizatio
turnaround •On-Time n
Departure
Learning
Ground crew
alignment
