The document discusses employee engagement and the role of facility management leadership. It defines engagement as an employee's attitude toward their employer and explores characteristics of effective leaders. The presenter has experience in the military, engineering firms, state government, and corporate facilities management, and discusses putting leadership skills like vision, ethics, and recognition to work in facility management roles.

1. IFMA Corporate Facilities Council Leadership: Employee Engagement and the Role of Facility Management

2. Learning Objectives – Understand: Define Leadership Explore Characteristics of Effective Leaders Explore Characteristics of Effective Leadership

3. Agenda: What is Engagement What is Leadership Putting it to Work

4. Education: Tim Parker Doctoral Candidate, Business Administration (DBA) Organizational Leadership ( Northcentral University, expected 2012 ) MS, Business Administration (Boston University) BS, Electrical Engineering (Virginia Military Institute)

5. Training: Quality Improvement Training (TQM) Baldrige Criteria Training Management of Environmental, Health and Safety Certificate (NC State University) Energy Management Diploma (NC State University)

6. Experience: United States Air Force 24 Years, Retired Lt Col Command of Air Base Support (1200 Staff) Engineering Organizations International Organizations (NATO, UN) Special Assignments US/USSR Arms Reduction Treaty Deputy Program Manager

7. Leadership for FM

8. Experience: Engineering Firm (Program Director) State Government (Director) Research and Development Non-profit (Director) Global Corporate Services Company

9. Experience: IFMA World Workplace International Conferences, 2006, 2007, 2009 NC American Society of Civil Engineers (ASCE)

10. Special Awards: US Secretary of Defense Superior Program Management Award, 1989 Intermediate-range Nuclear Forces (INF) Treaty, On-site Technical Inspection Utility Saving Initiative Energy Award North Carolina Governor’s Award for 2004 (2005, 2006)

11. Understanding Employee Engagement What is it? Employee attitude towards employer Drives “organizational commitment” Drives “job satisfaction”

12. Understanding Employee Engagement What is the impact/effect? Voluntary discretionary effort Level of Resistance Absenteeism and Turnover

13. Understanding Employee Engagement What Affects Employee Engagement? Level of Expressed Care Dependent on “Unwritten” Mental Contract Expectations Meeting Promises Influence from “value” groups

14. Understanding Employee Engagement What is Your Part as Facility Manager Facilities and Services Know Your Audience Multiple Generations of Workers Therefore Different Expectations Realize You are Extension of Management Leadership Top Factor in Engagement No Single Way to Lead

15. Understanding Leadership How do you know you have it if you don’t know what it is? Definitions? Influence (John Maxwell) Obtaining Followers (Peter Drucker) Power

16. Understanding Leadership You have achieved excellence as a leader when people will follow you everywhere if only out of curiosity – Colin Powell If you have to tell them you are a lady, you probably aren’t – Margaret Thatcher

17. Understanding Leadership The very essence of all power to influence lies in getting the other person to participate – Harry A. Overstreet The art of getting someone else to do something you want done because he wants to do it – Dwight D. Eisenhower

18. Performance = f ( A X M X O ) A = Ability M = Motivation O = Opportunity “ Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it.” - Lou Holtz

19. Understanding Leadership Schools of Thought – Transactional vs Transformational Charismatic, Born Leader Traits Contingency Theory, X or Y Knowledge Workers vs Skilled Labor

20. Leadership Framework IQ or EQ (Emotional/Social Intelligence) - Awareness of Self Behavior Awareness of Impact on Others (Social) Positive Social Environment Mood Influences Effectiveness (“Primal Leadership” – Goleman, Boyatis, McKee)

21. Leadership Framework IQ or EQ (Emotional/Social Intelligence) - Contribution 80-90 % of Competencies of Outstanding Leaders vs Average Self Mgmt Skills – 78% More Incremental Profit Social Skills – 110% More Both – 390% More (“Primal Leadership” – Goleman, Boyatis, McKee)

22. Leadership Framework Styles - Democratic + Affiliative + Coaching ++ Visionary ++ Pacesetter ? Command ? (“Primal Leadership” – Goleman, Boyatis, McKee)

23. Leadership for FM

24. Putting it to Work Clarity is Key (What’s the Vision) Ethics Build Organizational Capacity Train, Coach, Mentor, Invest Tools Openness/Transparent Trust & Integrity

25. Putting it to Work Delegate Well (Like Project Management) Empowerment? Spend Time with Staff (top 20%) Set the Example Work-family Balance, Education, Fitness, etc Sense of Urgency (vs Panic or Activity) Manage Time (Urgent/Important)

26. Putting it to Work Too Much Value Winning Too Much Negativity (Okay but, no, however, etc) Withhold Information Too much “me” (“What Got You Here Won’t Get You There” - Marshall Goldsmith, Mark Reiter)

27. Putting it to Work Recognize Achievement (Theirs) Give Credit Away In Group, Out Group Listen Appreciation (For Everyday Activities) (“What Got You Here Won’t Get You There” - Marshall Goldsmith, Mark Reiter)

28. Putting it to Work Goal Fixation (“What Got You Here Won’t Get You There” - Marshall Goldsmith, Mark Reiter)

29. Leadership for FM

30. Benefits and Value Increased Organizational Commitment More Productive Teams Talented Leadership Increased Collaboration Increased Project Management Skills Effective Use of Technical and Professional Talent

31. Leadership for FM Understand Leadership Styles: Emotional/Social Intelligence. Practical Stuff

32. Leadership for Engineers - Experience United States Air Force

33. Leadership for FM Tim Parker [email_address] www.linkedin.com/in/timparker75