FM Resolutions: Start Networking

There’s an old saying about it not being what you know, but who you know that matters.  Personally I still believe that skills, knowledge and experience count in the long run but…. developing a good professional network is a great way to supplement them and boost your progress.

FMs are usually people-people, so developing a professional network should be a fairly straightforward task: meet new people (from within the industry), talk to them (about the industry) and exchange details.  Of course there are lots of techniques to learn along the way to make your networking more effective, but I won’t cover these in detail here as there are already plenty of online resources available for those who wish to know more.  I will however say that; you’ll be amazed at how exponentially your network grows once you start.

Networking for knowledge, confidence and professional connections

The reason a good network is so useful to your development, is that it gives you access to the knowledge, expertise and contacts of a pool of other professionals. FM is one of those broad (and exciting) disciplines where new stuff comes up all the time and FMs often find themselves having to up-skill at short notice. At times like these being able to get advice from somebody more experienced can really help. In fact, even if no one in your network has the answer, you can bet they’ll know someone who does. 

The flip side of networking for knowledge is that no matter what your experience level is, you’ll find yourself engaging with people who need and value the knowledge you have and can share with them. Your confidence will be rapidly boosted through this validation.

And once a professional network has been established it can be put to work for your longer-term aspirations.  For example, phone calls with recruiters are a lot easier to initiate when you’ve met them socially and job interviews go a little smoother with some insider information about the interviewer or the employer.  In fact, there’s even something referred to as the hidden job market: vacancies which get filled by recommendation and referral rather than marketed: A good network can keep their collective ears to the ground and send these valuable opportunities in your direction.

Getting started

With all the benefits above, I’m often still surprised when FMs tell me that they aren’t really interested in networking. The most frequent reason expressed is a lack of time. If that describes how you feel, I would encourage you to look at it like this:  For 40+ hours a week your efforts mostly benefits other people – by comparison an hour or two a month of networking mostly benefits you. No brainer.

The BIFM make it easy to get involved in networking.  Groups of volunteers organise events across the country where professionals can meet and exchange knowledge, ideas and contacts. Being able to attend these events is one of the best perks of BIFM membership.  Check out the events calendar at: http://www.bifm.org.uk/bifm/events

The other thing that often puts people off is the daunting first-time feeling of walking into a room full of strangers (and experts).  I understand this (I had a first time once too), but trust me when I say that it’s really not like that at all; FM people are a warm and friendly bunch and members go out of their way to make newbies feel welcome. If you’re really nervous about attending an event, try contacting the organiser –they’re usually happy to arrange for another member to look out for you and introduce you to a few people.  There are even a couple of Specialist Interest Groups (SIGs) aimed at running less traditional events to help people through those first networking experiences: My own SIG, the Rising FMs focusses events around having fun and the social aspects of networking and the Women In FM SIG (not just for women by the way) run events with a real spirit of inclusivity and support.
So, if you’ve been putting off getting involved in networking for some time, I strongly encourage you to take the plunge by making it your FM Resolution of 2015.

This blog was originally part of the BIFM's 2015 #FMResolutions series of guest blogs, published on LinkedIn and www.bifm.org.uk. I've published it here as it appears in those locations, for those of my readers who might not have come across it otherwise.

Will you pay extra for the Living Wage?

Fundamentally most of us believe that the reward for a fair day's work should be a fair day's pay, so why is it taking so long for the Facilities Management industry to embrace the UK Living Wage? People tell me that it's because no one wants to pay extra, but what most don't realise is just how much that decision costs. In this blog I argue that the Living Wage is a lot more commercially viable than is popularly believed.

For those not familiar with it, the Living Wage is quite simply the hourly-rate a person needs to earn before they no longer qualify for state benefits. It's a little more complex than that of course, but that's the synopsis. If you're interested in learning more check out  the Living Wage Foundation (livingwage.org.uk) which promotes a scheme of accreditation for employers who voluntarily agree to pay these rate. The UK Living Wage (LW) is calculated to be about 20% above the National Minimum wage (NMW). In London it's approximately 40% due to the cost of living in the capital.

Though I promised that this blog would be about the commercial aspects of the LW, rather than the moral justifications, it's still worth saying that in 2014, we should all feel a little outraged at the idea of employers earning a profit whilst paying people less than they need to live on and passing on a burden to the tax payer. Some might think that statement evocative, but in an age of Corporate Social Responsibility(CSR), there's a growing expectation on employers to act responsibly towards both their own staff and the communities they are part of (it's why tax evasion gets so much press) and the above demonstrates neither. Ok, moral-rant over, let's get commercial.

I'm going to start building my case with a simple statement: Good, well motivated, loyal employees are more reliable, more productive and less likely to be absent. I'm not going to bother backing most of that up with facts: it's not exactly controversial stuff. But there is one statistic from the Living Wage Foundation that I do want to quote: 80% of LW employers have noticed around a 25% reduction in absenteeism. Let's talk about that for a second shall we?  It is generally agreed that high rates of absenteeism are indicative of poor workforce motivation and loyalty. They're not the only indicator, but they are more quantifiable than others like productivity, dedication and time-keeping and are therefore considered good leading indicators.

The FM industry is full of low-paid service jobs; no pun intended, but you might say they are ten-a-penny, particularly in services like cleaning, catering and porterage. At the low-end of the wage scale, loyalty and motivation are low, churn is high and as a result there is poor consistency in productivity and quality.  How many times, have you found yourself telling someone or being told by someone that quality issues are the result of changes in personnel or difficulty attracting and retaining the right people?  This is the reality of a low-pay workforce: managing them to ensure good standards of quality and productivity isn't at all easy.  It takes a lot of time, it takes a lot of effort and (most importantly to my case) it takes a lot of money.

It's not controversial to say that absenteeism costs money – it's a foundation stone of Health & Safety principles. When staff are absent, there are overtime costs, temp labour, lost productivity, time and effort wasted on ringing around to sort things out, etc. It's also agreed that employee churn costs money too: there are recruitment costs, training cost and supervisory time amongst others. Finally, managing poor performance can really drain resources too: It's not just the money credited back to customers or the time spent dealing with complaints, it's the supervision, the retraining, the formal meetings, the letters from HR, etc. Basically, choosing to pay low wages, is also choosing to incur a lot of additional costs. Now some will argue that; wages are direct costs and the costs I've descibed are indirect and therefore difficult to quantify in any meaningful way. In one sense they're right, but in another they're wrong. They are hard to quantify, but the total cost information can usually be found in the service tender proposal: Its the line item on the breakdown identified as “management costs”. 

In low-wage service contracts, management costs are often one of the largest cost areas (after wages). Depending on whether things like training & recruitment (and sometimes profit) are included in them or listed separately, they could account for a significant proportion of the total contract cost. I've even once or twice seen proposals with combined management costs that almost equal the wages costs! The point here is that management cost are built into the contract delivery cost at the commercial tender stage.

Let's talk about commercial tendering for low-wage contracts. Most tenders are calculated using pre-defined formulae. If we over simplify it: some basic volume data (such as square footage) is entered to give an idea of hours required. This figure is multiplied by a wage rate and other costs are calculated as percentages of that resulting figure and added together to generate a total contract cost. There's a little “commercial” wiggle room of course, to give the sales-person something to play with, but in a nutshell, that's how it works. So here's the issue I have with that: Surely the management costs should be calculated using a sliding scale which significantly decreases as the wage rate increases?  We've just established that if wages are increased 20% absenteeism reduces by 25%. We also accept that recruitment & training costs will decrease. We accept that less time will be required to supervise and manage both performance and customer dissatisfaction. There will be higher quality, less refunds and fewer complaints. Yes, many of these things are difficult to quantify, but let's not mistake difficult to quantify for unquantifiable or non-existent.

In fact, a move to higher wages creates a lot of potential for cost-saving, especially when combined with good people management practices. So surely the correct way of considering LW commercial viability is to (at least partially) fund increased wages, using management cost savings? Should customers pay extra to support the Living Wage? I don't believe customers should accept a pass-through uplift on wages, but I do believe that there are alternative solutions which are not just palatable for customers, but commercially viable or even, commercially advantageous, for suppliers too.

And here's one final point to consider. In the fiercely competitive world of FM Services contracts, real commercial viability comes not from undercutting to win volume, but through retention of business. During a re-tender process motivated,loyal staff and happy customers, are worth their weight in sales-people and corporate hospitality.

The FM's Party Survival Guide

Traditionally, the beginning of December heralds the onset of the work's-Christmas-party season. Whilst there are many who look forward to the prospect of getting a little tipsy and having a boogie with colleagues, for many in the FM  industry the very thought of sitting down to a turkey dinner with work's-people fills them with dread.  In this blog I explore the reasons why and give some of my party survival tips.

So what exactly do Facilities Managers have against the work's-Christmas-party anyway?  Well for a start it's not just the Christmas party.  In fact, it's not even just work's-parties:  A lot of us have a beef with parties in general.  And it's not because we're cantankerous, Victor Meldrew types either:  It's because in almost any party situation it's virtually inevitable that someone will ask you what you do for a living and if you work in FM, 99% of the time that conversational thread will lead to the point where you end up having to say “Well no, actually! Not like a janitor at all!”  This will be followed by about an hour of explanation as to why being an FM is not like being a janitor.  Not that there's anything wrong with being one, but it's just that the effort of having to spend all that time at parties explaining what you do (when you should be having fun) can really grind you down.

Still it could be worse: at least we're not Health & Safety Officers!  That might sound harsh, but honestly, those poor guys have it way tougher than Facilities people.  If, in a party situation, you ever find yourself foolishly happening to admit that your work involves being responsible for managing Safety, the best course of action to follow is to immediately get up from the table, step outside, hail a cab and go home...... because that's your night done!  If you're stubborn enough to stay, you'll spend the rest of the night having to justify or refute every safety measure or myth ever conceived to people with a chemically-diminished capacity for logical and reasoned discussion. It's a no-win situation.

But if parties in general are bad, in many ways the work's-party can be the pits. For a start everyone already knows that you're not a formula one driver and to make matters worse;  everyone, and yes I do mean everyone, will talk shop to an FM at a work's-party.  Now there are those who say that talking shop is par for the course and to a certain extent they're right. But....... there is a world of difference between gossiping about who is and isn't getting promoted and the relentless barrage of gripes and grumbles some FMs have to put up with. At the work's-party, an FM can find themselves facing a steady stream of people who, on account of the fact that they've just bumped into you, decide that it is surely the perfect opportunity for passing on that complaint about the air-conditioning that they haven't got round to emailing you about yet. I mean why not? It's not like you make it easy for them to catch up with you during the 'normal' working day by being at work, having a phone and an email account is it?  At Christmas parties past, whilst everyone else has been busy occupying themselves by eating mince pies and trying to work out who Sarah-from-Accounts has been disappearing into the stationary cupboard with,  I've had my evening wasted justifying the recycling policy, getting feedback about cleaning, explaining air-conditioning, hearing everyone's opinion of the vending coffee, etc, etc, ad infinitum. And it's not that I normally mind talking about that stuff, it's just that, well...........it's a party: I'm here to have fun like everyone else!

The list of minor groans and grievances you can face at a party can almost be enough to put you off going. Almost. But you shouldn't be deterred: FMs make a huge contribution to an organisation's success and they have every right to celebrate that success with colleagues.  Not only that, but it's a great way of engaging in the culture.  In fact, one of the reasons many FMs suffer from such a hard time at work's-parties, is that they fail to identify it as an engagement opportunity and therefore don't go adequately  prepared. 

So if all of this sounds a little too familiar, allow me to share with you my top tips for Christmas-party survival.

1:  If you're off the clock, be off the clock

Some people say that that listening to moans and groans goes with the job, but I say that it's just plain rude.  Between courses I might well spend time engaging in speculation with colleagues about the extent of Sarah-in-Account's extra-curricular activities, but if I was to collar her at the bar and give her a hard time about the speed and accuracy of her invoice coding, most people would say I was "bang out of order: It's a party for heavens sake!"   So be prepared to politely and firmly stand your ground:  There is absolutely nothing wrong in saying “I'd really like to talk to you about this on Monday, but it's a party so do you mind if we don't talk shop?”

2:  People love to hear themselves talk

Something that not all FMs realise is that......... it's not just FMs who feel like nobody understands what they do and how important it is.  Honestly: it's true! If you don't want to be caught with the what do you do? question, why don't you be the one who asks it instead?  Making people feel like they're important to you and that you want to understand them is a great way to forge new alliances and build trust.  And who knows: you might just find out something useful.....

3:  The best defence..........

If like me, you are one of those people mentioned in the tip above who really love do to hear themselves speak, you just might struggle a little with my second tip, but that's ok I have a third one for you:  try treating it as a public relations opportunity. Instead of waiting for people to approach you with a complaint, why not go in armed with your list of recent successes and exciting future plans and solicit feedback?  Try saying things like, “We're considering going fair-trade when we re-negotiate the vending next year..... do you think we should?“  Of course, everyone is going to say yes and you're going to do it regardless anyway, but.... they don't know that: Their perception could be that they are making a contribution to the decision making process and when you eventually  bring it in, they may even see it as a shared success. Result!

4: The three-hit-combo

As any boxing fan will tell you, victory rarely comes with a single blow, but through skilfully delivered combinations.  To make the best of these tips, use them all together: Ask about them, fend off the complaint then solicit some positive feedback.  It takes skill and practice but master it and they'll be putty in your hands.  And if all else fails, there's always tip number five.....

5: The master avoidance strategy

If you've tried all the above and you're still getting grief, it's time to beat a tactical retreat to the dance floor. Now let me tell you, many people claim they can multi-task, but it is quite literally impossible to have a serious discussion about car-parking whist doing the Macarena or the Cha-Cha-Slide. Frankly anyone who can manage it probably deserves their own parking space anyway! Now if you've seen me busting-my-moves, you'll understand that this high-risk strategy is not to be taken lightly, but it can be brutally effective in a sledgehammer-to-open-a-walnut kind of way. There is even a very slim possibility that if you manage to pull it off extremely well, then at next years party you might just discover yourself being the subject of speculation about what Sarah-in-Accounts has been up to! Now go! Get out there and have fun! 

Merry Christmas.

The Way We Do Things Around Here

In the search to find FM's value-add elements, Facilities Managers are often keen to talk about the extent to which FM can support the culture of an organisation. One frequently overlooked part of that discussion is the way that a skilled Facilities Manager can actually use the reach and influence of FM to drive cultural change.

For the uninitiated, the thing we refer to as “organisational culture” is a shared set of values and principles which tend to guide or influence the way in which the people within a particular organisation behave. You can think of it as being “the way we do things around here” and it varies a lot from one organisation to the next. 

 

 

Organisational culture is neither positive or negative though most organisations will have a culture that has some traits that they consider desirable and some that they do not. Some of these will be driven by the leadership style of the senior management (dynamic, hierarchical, by-the-book), others by the age, size and type of organisation (entrepreneurial, bureaucratic, risk-averse) and others still by the people within it (diverse, sociable, creative). There are numerous influencing factors and numerous possible combinations.

Aspiring to succeed

So why does everyone bang on about getting the right culture anyway? Quite simply; it's an economical way of getting more out of a finite resource. Or to put it another way; in tough economic times, it's far better to have a culture where people feel like work is a place they feel happy, a place they want to come to and something they want to do, rather than something they don't enjoy, somewhere they have to go and something they have to do.

But culture is more than just instilling a desire to work more productively: many organisations are switching on to the fact that they can achieve far greater success, by trying to develop their culture to contain more of the traits that make a positive contribution to their success and fewer of the ones with negative impact. For example, senior management might decide that the organisation might be more successful if staff felt more empowered in their work, or more connected to the success of the organisation; they might feel it is important that the organisation's customers see it as socially responsible or that potential new employees think of it as being cool. These are what we refer to as “cultural aspirations”.

The people who do things

Understanding that there is a difference between culture and cultural ambitions is key to understanding the way in which FM can influence cultural development. You see; the former is the way things are done around here, the latter is the way senior management would like things to be done. This is a really important distinction because “the way things get done around here” can be heavily influenced by the people that do those things and quite simply, FM generally does a lot of 'things'. The remit and influence of FM spans the entire organisation and it's activities touch on the working lives of every single person in the organisation: this gives a savvy Facilities Manager the opportunity to directly influence the way the culture develops through their choices and their team. Let me qualify that a little more: I'm not saying that the Facilities Manager has the power to make the organisation less bureaucratic, or more creative, but they do get to make simple choices such as shall I make more recycling facilities available, should we ask the catering team to hold some theme days or even, should I paint that wall orange instead of grey? These are little changes: they won't change the world overnight, but they will sow the seeds of an idea which has the potential to grow into a collectively shared principle or set of values. In other words: the culture.

 

 

At the heart of the matter

I’ve often argued that FM is the cultural heart of on organisation: and far more so than any other part. Organisational culture is something that develops around the water cooler. It develops in the tea-point, the break-out areas, around the reception desk and in the staff restaurant. These are the areas where the influence of FM is at its strongest.

In the organisational-family, it is the facilities people who are the matriarchs and patriarchs: they know everyone and everyone knows them. If there’s some kind of social or charitable event, you can bet they will be heavily involved.

Smart senior management, do understand the influence of FM and will try to gain the support of the Facilities Manger in propagating their cultural aspirations. Smart Facilities Managers, can use the influence of FM to gain credibility with senior management by supporting those cultural aspirations. Really smart Facilities Managers, can use the considerable influence of FM to align the direction of cultural development with their own values and vision: for example, increased sustainability, being socially responsible or providing a more service based approach.

The best things in life are free

It’s a commonly held assumption that changing an organisation’s culture is extremely difficult. In fact the reverse is true. Cultural changes are changes in attitudes, beliefs and behaviours. It costs nothing to change your beliefs, so in theory at least, cultural change is free. That's some very powerful added value.

Future FMs: Are the signs already there?

One of the most hotly debated topics in the Facilities industry at the moment is the question of how we get young people to choose a career in FM. Well we could try answering that question about the future, by taking a closer look at the past. Specifically: our own pasts.

Here's another interesting question: what sort of young person would choose to work in FM?  It sounds tongue-in-cheek, but it’s a serious question. Whilst most FMs will freely admit they fell into the industry, as result of chance, luck, bad-karma, etc, at some point or another they all made the choice to stay. The first question: Why?  The second: With the benefit of hindsight, could we have predicted that they would? Were the signs there all along?

Should I stay or should I go (now)

I am an FM who chose to stay. In this blog I'm going to take you on a jouney into my deepest, darkest, past. Think of this as either as a journey of self-discovery, or if you prefer, an accident investigation.  Cue the wobbly screen effects.........

I'm turning back the clock to the early 1990’s.  Thatcher is still running the country, Rave music is on the rise and we are all about to discover that Robin Hood was actually an American.  Oh, and a scrawny fellow called Jason is starting his teens: the beard (and glasses) are a decade away. Ever safety conscious (even then), he uses enough hair product to make his head  impact-resistant.

As a kid I think I was (relatively) normal.  Well, I wasn’t (exceptionally) weird. I mean, I wasn't still hanging out with my imaginary friends at secondary school and I didn't sit around quietly pulling the wings off of butterflies. Outwardly at least, there seemed no sign that I was destined for a career in FM.  Actually, there was no real sign that I was heading in any particular direction at all.....  Maybe that was the first sign.

Lacks direction.......

If you’d asked the pre-beard Jason what he wants to do when he’s older, he’ll confidently tell you that he wants to work in an office.  He’s going to spend the rest of the decade figuring out that an office is a location, not a career. 

Looking back, I don’t think I wanted to work in an office, I just didn’t want to do manual work, education, healthcare, the forces, or any of the other options that seemed available.  Mind you, none of the traditional office careers appealed either. I didn’t mind accounting, sales, marketing, etc, I just don’t think I wanted to commit to one thing the rest of my life.  I guess somehow, I just had the feeling that, in the meritocracy of the commercial world, I’d figure it out somehow.  In a sense I did.

When he sets his mind to it........

Lack of direction probably wasn’t the only sign. I do know some people who describe me using the words “academic” and “intellectual” but scoot forward a handful of years to my GCSEs and I have the exam results to prove that I'm neither.

I took my GCSEs in 94 and my grades were straight across the middle of the spectrum (predominantly B's).  For years, my school reports had read “could try harder” and my exam results were no exception. But still, they were probably better than I deserved and many teachers expressed surprise at just how well I’d done, considering the effort I’d been putting in. These days I think of it as an early example of my possessing one of the most useful skills in an FM’s toolkit: the ability to pull a rabbit from a hat when it really matters. 

You see, when it came to exam time, I figured out that the things I would be tested on were actually all in the syllabus. I took the view that I wouldn’t worry too much about  the stuff I knew reasonably well, I’d focus on my areas of weakness and I’d pretty much disregard all non-syllabus stuff, so that it didn’t take up valuable short-term memory space.  I might not have worked hard in the run up to the exams, but my revision plan was actually pretty tightly focussed for rapid up-skilling in a short space of time.  It meant that, although I didn’t get the top results, in most cases I got at least one grade higher than predicted. Knowing how to prioritise limited resources in order to achieve a result is essential for an FM. 

Asks a lot of questions.....

Those who’ve only ever known me as an adult, where I’m renowned as a voracious seeker of knowledge, skills and qualifications, are often amazed to learn that I mostly found school boring.

At school, I couldn’t see how the things I learned would be of use to me. With hindsight, I think some of my teachers struggled to convey those practical uses to me.  It wasn’t because they didn’t understand it, it was just that they had never actually used their skills in anger, and lacking practical experience to fall back on, their teaching just seemed to lack depth. So when my teachers tried to impart their knowledge, I tended to probe and challenge it, to see how much they really knew.  I’m sure it was very irritating for some of them, although those who really knew their onions, never seemed to mind. 

This willingness to challenge an expert about their subject matter and put their knowledge to the test can be irritating in a teenager, but it can make adults extremely effective and I think schools should do more to encourage it.  As FMs we deal with experts all the time and we need to level the field, making sure that what they say actually makes sense and is not just an attempt to blind us with science is incredibly important.

Should focus on academic subjects.......

Another reason I found school a little boring, was the pressure applied on me to take academic subjects:  yes I could do them, but I would have probably found practical subjects far more engaging. 

As a boy growing up at a time when there were only three TV channels, I spent a great deal of time playing with Lego, putting together Airfix kits,  making tree-houses and generally doing practical things.  But a few years later, all my teachers saw was a child capable of achieving academic results. It was implied to me that if I could achieve academic results, practical subjects were in some way inferior.  It’s not a view I subscribe to at all.  I think my life might have turned out very differently indeed with a couple of decent results in Design & Technology related subjects.

That said, I never lost was my ability to use tools and generally do things of a practical nature as the staff at my local DIY store will attest.  I can safely say that, a willingness to get one’s hands dirty and an ability to handle a screwdriver the right way round, are also very useful FM skills to have.

What’s the story?

So what has this trip down memory lane taught me? It’s taught me that if we want to attract young people into FM, we could do worse than starting with those young people who might end up getting into it later in life anyway: Good all-rounders who know how to work smarter, rather than harder. The kind of young people who aren’t sure what they want to do, but who enjoy doing practical things and have the cionfidence to challenge their experts. Some of these young people, might well be the FMs of the future.

So........  Having given my story; my challenge to my FM colleagues out there, is to share theirs.  There’s a comment section below, please use it to tell me your story and let’s see if between us we can identify some of the FMs of tomorrow.

Women In FM - An Inspiration to us all

It was a day that will stay with me for a very long time.  The message I posted on twitter that afternoon was short and simple, but I think it managed to capture exactly what everyone in the room was thinking. It was re-tweeted a number of times within minutes. It read simply this;  “I have a lot of new heroes today. Feel very humble and very inspired”.

On Wednesday 14th November 2012, I attended the “Lets Inspire” conference hosted by the Women In FM (WIFM) special Interest Group.   It was a day which promised much and delivered more.  This blog is not a report about the conference as such – that is something which others have already done far better than I ever could (I’ve included some links at the end of the post), but the conference did inspire me and this blog post is my way of sharing some of that experience with those who were unable to get a place. I like to think of it as paying it forward.

At least I didn’t have to shave my legs to get in

So let me address the obvious question first - how did I, a man, get to be at the WIFM conference?

Understandably, it was something I got asked quite a lot on the day.  The somewhat casual anecdote “by the time the message came through that skirts were optional, I’d already finished shaving one leg.........”  did get a few laughs, but the truth is much simpler: Whilst the members of WIFM are predominantly women, the group is really about promoting the FM industry and supporting diversity and inclusion within it; the fact that I’m a white male is not actually held against me........ that said, there is something of a running joke about the early days of FM which seem to have been populated almost entirely by hairy engineers called Geoff......... but I digress.

A far more interesting question is why did I, a man, want to be at the WIFM conference?  Well I’ll admit that the fantastic line-up was part of the draw.  It was great opportunity to hear from some wonderful speakers and to learn some fantastic new skills, but actually, it’s those WIFMs themselves that really draw me in.

It’s a fact that the FM industry is predominantly male, but ask anyone who the most influential people in the industry are and they’ll probably reel off the names of more women than men.  Some people might say it’s because they stand out more, but I personally believe it’s because they do more to promote and support the industry than many of their male counterparts. In an industry where promoting your cause and championing what you do is an essential skill, they’ve had to be best in the face of adversity, discrimination and sometimes outright hostility.  Throughout the morning and early afternoon, speaker after speaker got up on stage and reminded me why, when I go looking for FM role models, I so often find women.

The speakers on the day provided plenty of the inspiration that was promised.  A whole host of personal stories as well ideas and discussions on motivation, engagement, communication, inclusivity, confidence, coaching, etc, etc, left me feeling like the owner of a brand new toolkit and a bunch of fresh ideas.  I was inspired, but the best was still to come.

  What makes a hero?

As the afternoon wore on, two particular women took to the stage and made a roomful of people re-evaluate their lives. 

The first of these women was Diana Man, who lost both legs and the fingers of her right hand to meningococcal septicaemia five years ago.  I won’t describe her story in detail as there is really no way I can do it justice.

The second woman was Ismena Clout, who having been treated for breast cancer in 2004 was diagnosed with secondary breast cancer in 2010.  Again, Ismena’s story is best told by her.

What I do want to share is that both of these women received a standing ovation.  It was partly for their courage, partly for their strength and partly for their amazing positivity in the face of adversity, but it wasn't just that. The thing that really inspired me was the amazing way both women took their experiences and made a conscious decision that it wasn’t going to stop them from following their dreams, aiming higher, and achieving more.  Their incredible success is testament to just how well they’ve done that, with Diana becoming a presenter at the Paralympics (and currently training for the Paralympics dressage in 2016) and Ismena becoming the Chairman of the BIFM .

The word hero can be used a little too freely sometimes, but for both these women it’s entirely appropriate. Their outright refusal to settle with simply staying positive, when they could be aiming higher had me looking in the metaphorical mirror and asking myself “so what’s your excuse?”

More about the conference

For more info about the Women In FM “Let’s Inspire” conference, I recommend you take a look at the Cathy Hayward's and Martin Read’s blog posts below.

Inspired thought at the WIFM conference Cathy Hayward - Magenta Associates

Inspiration Stations Martin Read - FM World

People ARE Facilities Management

Facilities are workplaces, buildings, installations........ premises. As Facilities Managers it can be tempting to think that our job is to look after these facilities. But is it? Some would say that our real job is to manage the people that look after them.

Over the past few weeks, it’s seemed like almost everything I’ve been involved in has served to remind me about the importance of people in FM.  Finally I felt so inspired, I decided to post a blog on the subject.  As a colleague of mine recently put it; this is a people business.  They were right of course, but when I sent this statement out on Twitter, I got an even better response which I couldn’t help but steal for my blog post title: People ARE Facilities Management. 

Everybody’s human

So, what started me thinking about the role of people in FM? Well I’ll get to that in a minute. First I want to share an anecdote. 

We recently had a visit at work from one of our top VIPs.  It’s a pretty rare event – the last being about three years back.  I’m talking about someone so far removed from a mere FM that I’d stand a better chance of getting an audience with God. 

Naturally, we wanted to put on a good show, so I assembled the whole team for a hotel-style walkthrough of the schedule and locations that might be visited to ensure readiness.  They really enjoyed the process and went at the task with relish. I thought it was a great success.
Afterwards, my cleaning supervisor took me to one side; concerned that I might be worried about the impending VIP visit.  “Don’t worry”, she told me, “she’s actually a lovely person and is always really nice to me”.  Being somewhat taken aback I enquired further.  It turns out, that this god-like executive often chatted to her from across the globe whilst she popped in to clear the video conference room between meetings.  And in fact, she made a point of talking to her during the visit too.  I think it’s a wonderful story and one I absolutely love to share, because it shows that whoever or whatever we are in work, at the end of the day we are all still human beings.

Back to basics

So where did my recent interest start? Well it started with a contract renewal.  We felt that there was some room for improvement with the existing service and decided to speak to some alternative providers.  We got an interesting spread of responses.  Some talked about cost, some about management, some impressed us with gadgets, but the ones that really fired our imaginations were those who talked about people.  The arguments were compelling; they would guarantee a better delivery of service by using the tried-and-tested  technique of working with their people and treating them well. They would encourage them, train them, share the vision with them, respect them and above all, ensure that they understood that their roles were pivotal to achieving success. It got us thinking; could it really be that easy? And we realised yes, it could.

The smallest cog in the wheel is usually the most important

What these suppliers were hinting at, was that it’s those who actually provide the service who are fundamental to its successful delivery, not those of us who sit behind desks making decisions or attending meetings.  In fact, whilst we attend meetings to make decisions about how things get done – other people are out there getting on with getting them done.  An important step in becoming a manager is the realisation that, regardless of how it might appear on the org-chart, you are generally much less vital to the day-to-day running of the organisation than anyone further down the heirarchy than you.  If your receptionist phones in sick, it disrupts your entire business; visitors don’t get the right instructions, vital calls are missed or badly handled and someone gets dragged from what they should be doing to provide cover.  On the other hand, if you phone in sick, the meetings just get postponed.

The role of the manager

I don’t think of myself as a great manager of people;  I only have a couple of years experience at it, so this post is not a "how-to" guide to management, as much as it is my thoughts on how good management is about recognising the role of people. I would say that I do recognise the importance of great management and I try my best to provide this to my team. I'm fortunate enough to have had some excellent managers in my time and have some first hand experience of great managers at work. Also thanks to my employers and the BIFM, I've been exposed to some great training and met a number of inspirational management guru’s and thought-leaders, whose experiences I've tried to draw on as much as possible. 

I see the role of the manager as being to get the very best out of those who work for them: to motivate and inspire and to provide them with the tools and resources they need to do the job in the best way possible.  In short, it’s our job to do what our people need, not the other way around.

It‘s also the role of the manager, to help their staff understand why we do the job and what we are trying to achieve. It was only a year or so ago, that I first heard the phrase “Management By Walking Around”, but it’s a technique that I’ve grown to love.  Talking the time to regularly connect and talk with your staff and contractors even for very short durations, gives you the opportunity not only to let them know that your time is not more valuable to you than they are and that you respect them as people, but it also gives you the opportunity to share and reinforce your vision – reminding people why it is important that we do things a certain way and getting their buy-in is fundamental to getting them done successfully.

The full circle

So going back to where this blog started.  Our VIP visit came and went and it was a roaring success.  Afterwards people said to me that I’d done a good job, but the truth is: I didn’t really do much at all.  Having cleared my diary to be on hand to support any emergencies or disasters, I spent much of the day twiddling my thumbs (metaphorically).  The reason for the success was the way the team came together. They all worked extremely hard on the day and in the run-up to it, to be in the right place at the right time, to ensure preparations were made and details were taken care of. In fact, if I’d have phoned in sick, I’m positive it would have still gone well. 

And what was my role in this? Quite simply to bring them together in the first place. To share my vision and help them do what they needed to do. And finally at the end of the day, to let them know just how well they’d done it and how proud of them I felt. And now, I’m letting the world know too.