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Facility Management: The Leadership Imperatives Of Workplace Development

By Daniel A Brathal, President of The Workplace Design Consortium

The critical need for better management of workplace processes and workplace design has never been greater than it is today.Billions of dollars are involved with workplace design and management. But the buying power of facility managers is only a portion of the overall cost of provisioning well-designed workplaces and of successfully conducting business.

It could be said that commerce has evolved nicely over the course of many centuries. It could also be said that while perhaps somewhat unplanned, commerce and the world within which we live have become more and more complex. It is hard to imagine that anyone would argue with that obvious reality. And the critical need for better and better management of workplace processes and workplace design has never been greater than it is today. This is another truth that no one could successfully dispute.

It seems that throughout all of our history and whenever our world has been unsettled and disorderly, which is virtually all the time, someone steps to the front of the crowd and leads us to better order and to better times. But invariably, cycles repeat themselves and the need for leadership that can address those cycles continues to be necessary. And as we go through those cycles and as new problems arise, new leaders must be present and prepared to step forward and to lead.

Leaders also come in many forms and possess various philosophies about what direction and what remedies should be pursued in effort to serve our societies best. Adolf Hitler was in fact a leader. But his philosophies and values led to the death of millions of people. Conversely, Mother Teresa was also a leader and her philosophies, values, and style preserved and improved the life of millions. Note the significant contrast and the outcomes of just two differing philosophies and styles of leadership. As a nation, the US has been fortunate during most of our history in that most of our leaders have taken us in good and appropriate directions. But there have also been many other examples of very powerful leaders that have taken us to very unfortunate and very tragic places.

One of the many challenges facing all of us is to identify the characteristics of positive leadership and then to nurture those characteristics in our people and then also to choose those leaders that are uniquely capable of leading us to the ongoing development of productive and effective places and of enriched societies. The great leaders are those that can lead as effectively while the wind is on their face as well as they can when the wind is on their back.
Leadership techniques are also a vital part of achieving good outcomes from our relationships with others. Al Capone said: “You can go a long way with a smile. You can go a lot farther with a smile and a gun.” While Capone did manage to convince some two people to follow him, it goes without saying that his style is not a legal, appropriate, or even more importantly, an ethical way of building teams and of doing business with others.

And effective leadership is not achieved simply by giving someone an esteemed title or a position of influence and authority. Regardless of what powerful position or what lofty title an individual may possess, followers must be earned and led by thoughtfully refined leadership skills and strong leadership qualities.

So, why is it of growing importance for facility managers, facility designers, and others involved with totally integrated workplace design to be effective leaders? Today’s workplace has become very complex. Who will be the integrator that brings together all the disparate interests and all the necessary but differing knowledge to bear on satisfying tenant requirements? Without someone who is willing and capable to “step up” and successfully create a framework and a culture of collaboration and teamwork, then workplace design, development, operation, and performance simply will not be optimised.

Why is facility optimisation so important? The IFMA (International Facility Management Association) says that IFMA’s North American members are responsible for US$81 billion in annual purchasing power.

IFMA goes on to say that based on a recent survey conducted by Johnson Controls, not surprisingly, nearly three-quarters (72 percent) of organisations are paying more attention to energy efficiency than they were just a year ago.

Additionally, in this 2008’s survey, 80 percent of respondents believe that natural gas and electricity costs will rise an additional 13.79 percent over this year. Also, 88 percent say that energy efficiency is a design priority in construction and retrofit projects, up 11 percent from just a year ago. This survey data reflects the cost implications related to just one of the many workplace design elements that facility developers, designers, operators, and managers must accommodate in today’s world of increasingly complex workplace design.

When we talk about the increasing complexity of workplace design we are reminded of the statement made earlier in this argument. We are reminded that the stakes are high and getting higher every day. We are also reminded that the number of stakeholders is also increasing frequently as the complexity of workplace design continues to grow more sophisticated.

Following is a partial list and an example of how many stakeholders may at times be part of a comprehensive workplace design team. As team members, they become a critically important stakeholder in the facilities design process. A list of stakeholders may include:

• Architecture;
• Audio Visual Services;
• Business Continuity Planning;
• Civil Engineering;
• Community Agencies;
• Construction;
• Custodial Services;
• Electrical Engineering;
• Environmental Engineering;
• Facilities Management;
• Finance;
• Food Services;
• Grounds Maintenance;
• Information Technology;
• Interior Design;
• Mail Services;
• Maintenance;
• Mechanical Engineering;
• Medical, Industrial Hygiene, Toxicology;
• Procurement;
• Public Affairs;
• Receptionists;
• Records Management;
• Safety Engineering;
• Senior Management;
• Security;
• Shipping and Receiving;
• Suppliers;
• Telecommunications;
• Tenants;
• Transportation;
• Utilities;
• And perhaps many others.

The scope and content of facilities design and management programmes varies from programme to programme and organisation to organisation. Many smaller organisations may have no formalised facilities design and management programme at all. Other small organisations may have someone designated as the facilities manager but only view that responsibility as one of many for which that individual is responsible. But again, no matter how large or how small the scope of a facilities design and management program may be, it is vitally important for someone to step forward and lead the programme in an appropriate direction. That role requires extraordinary leadership skills and well-refined leadership practices that will motivate others to place their trust in that leader and to follow that leader to better workplace environments.

With acknowledgement given to so many components and so many factors and with the price tag being so high, the imperative for outstanding leadership has never been greater. Billions of dollars are involved with workplace design and management.

But the buying power of facility managers is only a portion of the overall cost of provisioning well-designed workplaces and of successfully conducting business. The larger cost is incurred by the salaries of people who actually perform the work being done within facilities that others design, build, and operate. It is imperative that all the factors associated with workplace design be integrated, effective, and carefully managed. Who will provide the kind of leadership this imperative deserves and requires? What personal characteristics will effective and successful leaders possess?

Effective leadership is at the same time both simple and complex. It seems simple and natural to those who follow. And that is the way leadership should be and why followers follow. But in practice, leadership is very complex and especially so for those who find themselves in positions requiring strong leadership skills. Much has been written about the characteristics of successful leaders. But, like all of us, in one way or another, we have all been both leaders and followers at various times in our lives. Following are some observations, not listed in order of importance, of those people that have proven to be successful leaders:

• They are visionaries.
• They are collaborators.
• They are goal oriented.
• Their integrity is above question.
• They are nurturing.
• They are others-oriented and unselfish.
• They know the fundamentals of their discipline.
• They treat others as individuals.
• They recognise individual differences.
• They have a strong belief in human rights
• They are good listeners.
• They make appropriate decisions.
• They delegate.
• They welcome suggestions for change.
• They encourage self-development of their personnel.
• They give praise and credit when praise and credit are due.
• They are highly creative.
• They are appropriately self-confident.
• They are happy people themselves and they have an appropriate sense of humour.
• They are highly motivated themselves.
• They work smart and they work hard.
• They are optimistic, positive, and enthusiastic.
• They treat others as they themselves expect to be treated.
• They look for the potential in people and they go out of their way to say “thank you.”
• They often have a deep personal faith.
• They care and care deeply.
• They are sensitive yet courageous risk takers.

The list could go on. But the point is that great leaders care about what they do and they care about the people who help them do it. Most importantly, great leaders know what needs to be done and they know where and how to gather the resources that are necessary for accomplishing what needs to be accomplished.

In the preceding text, we have referenced some of the costs and some of the financial implications associated with totally integrated workplace design. There are many additional financial factors that also require attention and management. We have also identified several of the key stakeholders involved with comprehensive workplace development, design, construction, provisioning, occupation, operation, and ongoing management. And throughout this attempt to provoke some thought about just how complex facilities development really is, we must think also about the magnitude and the importance of strong leadership qualities that are required to lead this complex process. As stated earlier, the stakes are high and the number of stakeholders is significant. The imperative for effective leadership of facilities development has never been greater. Who among us has prepared themselves to provide that leadership? Who will show us the courage that is necessary for stepping to the front of the crowd? Only the qualified need apply.

ABOUT THE AUTHOR

During his long career, Daniel A Brathal has been involved with the analysis, design, provisioning, operation, and ongoing management of high performance facilities and highly productive workplaces. He was 3M's Corporate Facilities Manager for many years before forming his own facilities management consulting company. At 3M, he was responsible for the management of more than 9 million square feet of floor space within approximately 60 buildings that housed over 12,000 3M employees.

In his current role as President of The Workplace Design Consortium, he leads a team of experienced professionals that identify needs, define requirements, develop recommendations, and introduce improved methods for optimising the value and the effectiveness of today’s complex workplaces.

Brathal graduated from Concordia University with a BA in Business Administration and is the co-author of three books related to facilities management, information management, and integrated workplace design. He has been published in numerous magazines and he has also delivered more than 70 presentations at colleges, universities, professional associations, and other organisations, including at NeoCon and International Facility Management Association seminars.