LEADERSHIP & STRATEGY
You alone must sell your department. Until we convince top management that facilities
are equally important as human resources and information technology, we will never be
as successful as we should be.
Be a business leader within your company.
The successful facility manager is a good communicator. Generally that means being able to speak and write well.
Concentrate on your responsibility to your employees; your responsibility to
management is known.
Manage by facts but don't become paralyzed by lack of analysis; make timely, commonsense decisions.
Hirewell, keep a loose rein, and manage by walking around.
Set the tone for quality and customer service.
Manage to goals. Measure efficiency, effectiveness, and customer service by
many and diverse ways.
Develop a network of expert advice (being active in aprofessional association
is an excellent place to start); learn how to use it effectively.
Facility managers will increasingly find themselves managing extremely diverse organizations of staff, contractors, and consultants . . . white, blue,
and green collars.
Leadership often involves selling and maintaining an evaluation system to
employees who are, by nature, suspicious and resistant to such a system.
Generational leadership will require both new approaches and new techniques.
Stress honesty above all things.
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