Les O'Gorman - Director of Facilities, UCB Pharmaceuticals
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FM – A People Business?
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Les O'Gorman - Director of Facilities, UCB Pharmaceuticals
- 1. A People Business? October 2016 Les O’Gorman FMP Event - Cambridge
- 2. ן People are your greatest asset. Are they really? ן The 4Ts ן Supply Chain ן Customers ן Peers ן Have we evolved? Progressed? ן Questions Property & FM – a people business? 2
- 3. ן In fact, great people can be your greatest liability. People are not your greatest asset ! 3 It’s how you empower your people. What is the primary purpose of a business organization? • To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization’s objectives. • More effective empowerment typically equals more productive work. • We organize them into divisions, units, groups and teams. • We provide goals and incentives to motivate them. • And we enable them with authority, tools, resources and processes. Anthony J. Bradley, group vice president, Gartner Research, and Mark P. McDonald, group vice president and Gartner Fellow, Gartner Executive Programs, are co-authors of The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees
- 4. ן Talk, Train, Tools, Trust The 4Ts 4 Talk - Alistair Shepherd of Southampton University explains why regular communication within and outside a group improves success. The data suggested that the success of teams had much less to do with experience, education, gender balance, or even personality types; it was closely correlated with a single factor: “Does everybody talk to each other?” Trust – Mark Miller of Energenetics highlights key ways to build trust Train – Geoffrey James of Inc.com has identified the simple principles to follow to get real value from training. • Teach skills not traits • Teach the appropriate skills • Support the skill • Measure its effectiveness • Measure its progress • Bring Proof • Be Accurate • Get Involved • Communicate the Vision • Consensus (where possible!) • Provide a Forum • Challenge People • Focus & Direction • Prepare for Change Tools – the key building blocks for success are; • Training of course! • Clearly defined roles • Context • Goals & Purpose • Expectations & timelines • Resources • WIIFM
- 5. ן They are people too! Selection – you’ve both got to be happy! So choose your partner wisely, resist the urge to just focus on price, cultural and team fit are essential 4Ts - In our largely outsourced environment business partner staff are at the front line so ensure that they receive the same 4Ts exposure as your directly employed staff Two Way Street – ensure that comms flow effectively both ways, as should input into the delivery model and the brickbats & bouquets! Consider using the tools offered by BS11000 – Collaborative Business Relationships to underpin your partnership Consider using a relationship management toll such as FMP360 to measure alignment within the partnership Remember that your reputation is likely to be judged by your partner’s ability to deliver Business Partners 5
- 6. ן Do you know what ? They are also people! Customers 6 • Engage with your customers at the right level, with the right approach will pay dividends • The use of the usual FM Stuff is all fine...you know log a call, speak to the Helpdesk, log onto our web portal etc. One of our team will be happy to assist! • But does this approach really engage our teams with the customer? Does it really allow us to understand our customers and their business? Is this the reality of the FM Helpdesk?
- 7. ן People talk best to People Customers 7 • Empower the FM team to engage with the customer • Allocate areas of responsibility to allow team to focus on designated groups • Consider appointing Floor Champions/Floor Captains to own the space and provide customers with a go to person they know • Devolve the FM Helpdesk functionality to local teams – allow Receptionists/Security teams to become on the ground FM Hubs, • FM Surgeries – we’ll come to you , logging a call? We’ll do that for you! Floor Champion!
- 8. ן Getting out there….putting yourself about! There are lots of opportunities to connect with others in the industry – the benefits are huge if you can afford the time Peers – its your industry 8
- 9. ן We need to move from this…. Have we progressed/evolved? 9
- 10. ן To this….. Have we progressed/evolved? 10
- 11. Questions? 11
- 12. Thanks!
Editor's Notes
- Talk in animated short bursts indicating listening, involvement and trust – long speeches generally correlated with unsuccessful outcomes. For creative groups…the other overwhelming factor determining success was: do they also talk to a lot of people outside their group? Trust: Bring Proof: Trust comes with the confidence brought by research, data and logic, Analytical Thinkers. build trust by seeing proof and knowing that you will deliver factual, clear results Be Accurate: People who love structure and process (Structural Thinkers) build trust by seeing a promise executed and delivered. On time. With precision. Get Involved: People who approach work via relationships (Social Thinkers) build trust by building and cultivating a collaborative and open way to work. Involve them on a real, results-oriented level to build trust. Communicate the Vision: People who gravitate to big-picture and visionary work (Conceptual Thinkers) build trust by knowing that what you’re asking them to do means something on a broader sense. You need to show how their ideas can be executed. Listen: Keep in mind that a more quiet team member will gain trust by seeing someone who pauses, listens and creates a space for their contribution. Provide a Forum: More gregarious employees tend to process information out loud, and a manager who allows them space to bring their thoughts whenever and wherever will build trust. Create a Non-confrontational Atmosphere: For the peacekeepers on your team, (those who tend toward a more genial mode of Assertiveness), a hard-charging, competitive manager can be a bad fit and erode trust. Make a deliberate attempt to work towards consensus with these team members. Challenge People: A genial atmosphere doesn’t mean to preclude driving things forward or being challenging. Build trust with your more competitive employees by challenging their thinking and encourage them to challenge yours. Maintain Focus and Direction: Clarity and focus from a leader is critical and team members who tend to be more firm on the Flexibility Spectrum could lose trust with a manager who welcomes change since you may appear wishy-washy and confusing. Be sure to communicate the rationale behind a change (Quick Tip: Incorporating their Thinking Preferences into the reasoning will likely increase your success). Prepare for Change: Business is constantly shifting, which means change is inevitable. You can build trust as a leader by tapping into your team members who do love the churn. Trust is built when positive change happens and when they’re given an opportunity to convey their ideas and the opportunity to see the change through.