Six Skills Facility Managers Need to Showcase
5/21/2024
On the surface it might seem a facility management professional and a NASA astronaut do not have much in common. Upon closer examination, however, the skills and abilities performed by facility personnel are not particularly different from what a NASA search committee looks for in a potential astronaut. It is really a matter of scale and perspective.
The first characteristic NASA looks for is the ability to take risks on a noticeably big scale or, in broader terms, the characteristic of bravery to embark on a life-threatening activity. In addition to bravery, NASA also looks for potential astronauts who have a vision for the mission, or a deep feeling about one’s own personal leadership coupled with “unquestioning trust in the ability of the team.” Astronauts must possess a shared sense of purpose since any space mission cannot be accomplished by one astronaut alone. They must have a drive for innovation and a willingness to evaluate viable solutions to problems in advance and on the spot. Finally, new astronauts are screened for their courage under fire since even the best of plans often face a serious glitch at exactly the wrong time.
I’ve outlined six skills facility employees need to be able to showcase to move up the company ladder, as well as how to demonstrate them in action.
1. Analytic Decision Making and Execution
What needs to be showcased: Facility professionals must be able to see the big picture and anticipate problems before they happen. This skill, termed situational awareness, means the ability to look at all sides of a problem and establish “what-if” scenarios to thwart potential difficulties. The skill requires employees to hone their analytic capabilities and propose solutions to issues based on facts and data. Sometimes facility professionals find it easier to perform the analysis than develop the justification about how the decision was made and make the presentation to market the recommendation.
How to do it: Repeatedly performing analytic tasks is a good way for employees to hone their skills and demonstrate talent to other team members, customers, and senior management. Signing up to participate on a task force or accepting an individual assignment allows employees to highlight their ability to develop a strategy and create a plan for its execution.
2. Financial Fundamentals
What needs to be showcased: Facility managers do not necessarily need the financial skills of a CPA, but professionals in executive and highly skilled technical positions must demonstrate they have both hard and soft financial skills to manage and navigate financial decision-making and problem solving. Facility professionals need to be able to read and understand financial documents such as balance sheets, income statements, cash flow projections and annual reports. They also must be able to show they can perform financial forecasting by examining historical data and make forward-thinking projections for the future.
How to do it: One of the best ways to develop skills in this area is to take a course to establish a baseline in financial and accounting concepts and learn the tools to tackle financial challenges. Facility professionals may also need to collaborate with a mentor who helps them practice and hone their financial skills. Researching and identifying potential cost savings measures for service areas within facility management is an excellent way for an employee to showcase the analytic framework that helps the organization maintain and/or reduce the business bottom line. Involvement in a project requiring careful attention to costs is another way to show management and customer groups that demonstrate solid fiscal management skills.
3. Team Building
What needs to be showcased: The best advocates for professional advancement within an organization are teammates who have first-hand experience with their colleague’s team building and management skills. Facility professionals need to demonstrate they have the ability to gain the trust and confidence of their teammates, are able to provide guidance and direction without micromanaging a team’s activities, can nurture and develop individuals and the team as a whole, are able to provide constructive feedback on project progress, and can tout the team’s success within the organization and throughout the company.
How to do it: Being an active and outspoken member of a team and/or being the team leader are among the most effective ways to demonstrate team building skills.
4. Agility and Adaptability
What needs to be showcased: Most facility departments must respond to issues, problems and projects with lightning speed in order to have a superior performance rating. In addition to the speed of service delivery, facility managers also need to demonstrate they can work with other entities within the company and move nimbly among these distinct groups. Sometimes it becomes necessary for facility staff to “reinvent” themselves when an opportunity to take on a new role within the company is presented. Having a new assignment may provide exposure to a wider group of internal customers and senior executives.
How to do it: Facility professionals should volunteer to participate on teams or task forces external to the facility department to demonstrate their workplace collaboration skills and ability to influence discussions and exchange ideas with customer and partner units throughout the company. They should seize opportunities to interact with senior executives in the company, so executives become familiar with the value-added benefits they bring to the decision-making process.
5. Openness to Innovation and Creativity
What needs to be showcased: Historically, facility professionals do not always embrace change. They tend to be mired in the “way we have always done it philosophy” thus missing opportunities for new challenges. While some professionals argue their tunnel vision helps them focus on specific tasks and outcomes, it also closes them off to innovative ideas and approaches, making it almost impossible for continuous learning. Demonstrating innovation and creativity involves risk taking to show senior executives and customers that a new idea is possible and has the potential to enhance facility management success.
How to do it: Stepping out of a comfort zone by asking for additional responsibilities or accepting the challenge of solving a difficult facility management problem is an excellent way for facility professionals to show their creative talents. Asking to mentor new employees, volunteering to give presentations, and conducting training sessions on new techniques or processes also gives employees exposure to a wider audience than the teammates they interact with daily.
6. Personal Brand
What needs to be showcased: Regardless of the long-term role an employee wants to play within the organization, it is important to establish a personal brand. Since there may not be daily opportunities to interact on a one-on-one basis with occupants and executives, facility professionals need to work harder to become known for their competency and customer service orientation.
According to a Forbes article discussing personal brand postures in the "work-from-anywhere" environment, the factors of nuance, congruence and prioritization are important to ensure the virtual work and the real-world competencies of professionals come together and are recognized by those who interact with them.
How to do it: Most facility professionals spend as much time in the virtual work world as they do in the real-time office world, so they need to make certain their presence is known and recognized in both. How they think and act in meetings and the follow up they demonstrate differentiates them from others who participate but do not stand out as action-oriented, customer-care service providers. It may mean that facility professionals become the organization’s chief brand steward, adopting the role of sharing relevant facility-related content with an online community of occupants and service partners, and lead meetings to discuss how the facility department helps the company meet new business challenges.
Stormy Friday is founder and president of The Friday Group, an international facilities services consulting firm.