Every once in a while one of the trade magazines, IFMA, BOMA or one of the other organizations will produce a list of emerging FM trends. Usually these are over the horizon looks at issues most of us have not yet begun to pay much attention to. Some of those “emerging” trends mature to become important elements of our profession. Here are three that I think have made that transition.
The line between FM and IT continues to blur. I do not know of an FM shop that isn’t working hard to integrate with IT on the applications side (CMMS, BMS, Workflow, CAFM, etc.), but now more and more are integrating organizationally as well. Citicorp and HP are two that come immediately to mind where cross-pollinization of IT/FM management teams is being used to increase the speed and reach of integration.
Increased interest in Security is here to stay. As one sign of this, biometrics, long a part of work performed by and for the government, is now moving down to lower tiers. Major corporations and outsource providers are installing many more biometric access control systems, and use is projected to increase dramatically. Additionally, exercise scenarios have now begun to trickle down to operational planning at the local level and among larger enterprises that are attentive to their risk profile.
Investment in intelligent building systems continues to rise. Energy demand, prices, and geopolitical uncertainty will remain high for the foreseeable future, placing a premium on smart consumption. Also contributing to this trend is the increasing emphasis on green building as more mainline companies take a proactive stance, helping to increase environmental leverage.
As FM’s we are dealing with all of these issues. Each affects the what, where, when, and how of the things we do in support of our businesses. We need to speak languages we haven’t spoken before, compete for jobs we haven’t competed for before, and be leaders of change in our work, physical, and cultural environments. If you haven’t already, get your game on!
Monday, July 30, 2007
Monday, July 23, 2007
Why Can’t We Get A Decision Around Here?
Have you ever wondered that silently, or even aloud? You are not alone. Decision making is at the heart of business, and most often at the heart of the state of a business. Organizations that make important decisions well and execute them well excel. One’s that don’t, don’t. It really is that simple. Why then, do so many have trouble making decisions, or spend their time on less important decisions? A few thoughts, if I may.
Focus on first things first. Seems obvious, doesn’t it? But many don’t. In the hustle of the day we all too often forget about priorities. Critical strategic and operational decisions should be at the top of your To Do list every single day, and time should be specifically allocated to think, process, and make those decisions.
Accountability trumps ambiguity. Holding people responsible for their role in decision making keeps the decision at the top of their To Do list. Don’t let it, or the phone, grow moss. If someone is late with a deliverable that contributes to an important decision, remind them quickly.
Analyze, then act decisively. Yes, you must analyze, but don’t overdo it. Gen. Colin Powell (ret.) gave a briefing on leadership that has become a cult classic, I am sure many of you have seen it. Look again at slide 16…
“Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.”
"Part II: "Once the information is in the 40 to 70 range, go with your gut."
"Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds "analysis paralysis." Procrastination in the name of reducing risk actually increases risk.”
I once saw Gen. Powell present this brief and on this point he made a remarkable statement. Let me paraphrase it here: At 40% of available information you have enough to make non-critical decisions. As the importance of the decision escalates so too should the percentage of available information. When you have 70% of the available information you have enough to make the most important and critical decisions of your life.
Speed and agility go hand in hand. Making good decisions is just the first step. Good organizations do not stop there. They execute with laser-like focus and retain the ability to adapt quickly to changing environments. Accountability is the key to the former and good intelligence and role definition is the key to the latter.
Focus on first things first. Seems obvious, doesn’t it? But many don’t. In the hustle of the day we all too often forget about priorities. Critical strategic and operational decisions should be at the top of your To Do list every single day, and time should be specifically allocated to think, process, and make those decisions.
Accountability trumps ambiguity. Holding people responsible for their role in decision making keeps the decision at the top of their To Do list. Don’t let it, or the phone, grow moss. If someone is late with a deliverable that contributes to an important decision, remind them quickly.
Analyze, then act decisively. Yes, you must analyze, but don’t overdo it. Gen. Colin Powell (ret.) gave a briefing on leadership that has become a cult classic, I am sure many of you have seen it. Look again at slide 16…
“Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.”
"Part II: "Once the information is in the 40 to 70 range, go with your gut."
"Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds "analysis paralysis." Procrastination in the name of reducing risk actually increases risk.”
I once saw Gen. Powell present this brief and on this point he made a remarkable statement. Let me paraphrase it here: At 40% of available information you have enough to make non-critical decisions. As the importance of the decision escalates so too should the percentage of available information. When you have 70% of the available information you have enough to make the most important and critical decisions of your life.
Speed and agility go hand in hand. Making good decisions is just the first step. Good organizations do not stop there. They execute with laser-like focus and retain the ability to adapt quickly to changing environments. Accountability is the key to the former and good intelligence and role definition is the key to the latter.
Friday, July 20, 2007
Article Published in FMJ
If you are a member of the International Facility Management Association (IFMA) then check out my article on metrics programs on page 50 of the July/August issue of the Facility Management Journal, or see it at http://www.fmjonline.com/ .
Monday, July 16, 2007
Recipe for Successful Change
There are many formulas for leading successful change. If you are in the change agent role just make sure you pick which formula you will use thoughtfully, and then use it consistently. Nothing will increase ambiguity in a change effort like a methodology that does not seem well thought out or anchored.
Like I said, there are many formulas, but there is one that I find especially effective. Like most things that work well, it is simple.
Create a sense of urgency: Without an over riding reason to go through the effort and pain that significant change requires, most organizations will never get there despite their best intentions. Without urgency, it is too easy to delay and focus on putting out the fires that pop up every day, or to compromise inappropriately when hard choices must be made. Good leaders know how to recognize, create, and use crises in order to accomplish significant positive change.
Remove barriers to success: Many of these barriers will be in the minds of the organization, but a few may be in the seats. You have to know how to identify the sources of low performance and then be willing to go after them. Your number one job as the leader is to remove obstacles to the success of others. Make sure they have the tools, training, and support they need – help THEM succeed.. That’s your job!
Recruit champions: It is important that you have organizational leadership as part of the group of champions. They, after all, control the resources you need. But you will need other champions as well, people who are influencers but not in the executive suite. Do not be seduced by charismatic leaders who have energy and appeal, but lack knowledge, credibility, or constituency. Finally, be sure to recruit new champions along the way as the initiative continues, especially if it is a long-running effort. Doing so will bring new ideas, new energy, and help buffer against natural attrition.
Build internal momentum: Start by building coalitions of people at all levels of the organization and from a cross section of stakeholders. Give them the freedom to operate outside of normal systems and channels, and give them a clear plan that has already been endorsed by executive management. Then, go grab some low hanging fruit as a way of getting started. These short term wins are important to building momentum and energy, and demonstrating credibility.
Prove that change works: Here’s that “metrics” word again. You will need them to establish baselines and to track and demonstrate the improvements the change effort is delivering. Remember, data is king. Use it to communicate results, identify opportunities, and manage priorities. Additionally, think about the sequencing of initiatives and stagger them so that a series of smaller projects finish while you are working on bigger projects that take more time. Those smaller successes help sustain momentum and credibility, and keep people engaged who might otherwise be sitting on the sideline.
Continue experimenting: Don’t be surprised when something goes wrong, it’s guaranteed to happen. Big change projects are complicated and it is unrealistic to expect all to go perfectly. Do not become disillusioned when it gets messy. Each problem represents learning and opportunity. Treat them that way and you will serve the process and your team well.
Like I said, there are many formulas, but there is one that I find especially effective. Like most things that work well, it is simple.
Create a sense of urgency: Without an over riding reason to go through the effort and pain that significant change requires, most organizations will never get there despite their best intentions. Without urgency, it is too easy to delay and focus on putting out the fires that pop up every day, or to compromise inappropriately when hard choices must be made. Good leaders know how to recognize, create, and use crises in order to accomplish significant positive change.
Remove barriers to success: Many of these barriers will be in the minds of the organization, but a few may be in the seats. You have to know how to identify the sources of low performance and then be willing to go after them. Your number one job as the leader is to remove obstacles to the success of others. Make sure they have the tools, training, and support they need – help THEM succeed.. That’s your job!
Recruit champions: It is important that you have organizational leadership as part of the group of champions. They, after all, control the resources you need. But you will need other champions as well, people who are influencers but not in the executive suite. Do not be seduced by charismatic leaders who have energy and appeal, but lack knowledge, credibility, or constituency. Finally, be sure to recruit new champions along the way as the initiative continues, especially if it is a long-running effort. Doing so will bring new ideas, new energy, and help buffer against natural attrition.
Build internal momentum: Start by building coalitions of people at all levels of the organization and from a cross section of stakeholders. Give them the freedom to operate outside of normal systems and channels, and give them a clear plan that has already been endorsed by executive management. Then, go grab some low hanging fruit as a way of getting started. These short term wins are important to building momentum and energy, and demonstrating credibility.
Prove that change works: Here’s that “metrics” word again. You will need them to establish baselines and to track and demonstrate the improvements the change effort is delivering. Remember, data is king. Use it to communicate results, identify opportunities, and manage priorities. Additionally, think about the sequencing of initiatives and stagger them so that a series of smaller projects finish while you are working on bigger projects that take more time. Those smaller successes help sustain momentum and credibility, and keep people engaged who might otherwise be sitting on the sideline.
Continue experimenting: Don’t be surprised when something goes wrong, it’s guaranteed to happen. Big change projects are complicated and it is unrealistic to expect all to go perfectly. Do not become disillusioned when it gets messy. Each problem represents learning and opportunity. Treat them that way and you will serve the process and your team well.
Wednesday, July 11, 2007
Talking to the C-Suite? Then Speak Their Language!
One of the issues I typically see PM’s and FM’s struggling with is getting C-Suite buy-in to project and operational proposals. Yet, when you ask those who reside in the C-Suite they often respond that the information presented to them fails to address their concerns and needs. What then, are their information needs?
Understanding the priorities within your own C-Suite is critical to answering that question. Then you can decide what tactics support those priorities and craft your communications to articulate your project in a manner that clearly identifies its implications to those needs. Generally speaking, the list of things C-Suite executives care about is actually fairly short:
Alignment
Competitive Advantage
Compliance
Customer Satisfaction
Governance
Profitability
Risk Management
Put your project proposals and updates into these terms and your message will be heard and understood.
Understanding the priorities within your own C-Suite is critical to answering that question. Then you can decide what tactics support those priorities and craft your communications to articulate your project in a manner that clearly identifies its implications to those needs. Generally speaking, the list of things C-Suite executives care about is actually fairly short:
Alignment
Competitive Advantage
Compliance
Customer Satisfaction
Governance
Profitability
Risk Management
Put your project proposals and updates into these terms and your message will be heard and understood.
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