Leadership in Facilities Management by Helga Gonda HFMS Free University Budapest, 07.01.2015 at kika

1. LEADership
vs.
MANAGEment
in Facilities Management
a presentation for HFMS Open University
Helga Gonda
Facilities Manager │ Hungary

2. The definition of Facilities Management
„the integration of processes within an
organisation to maintain and develop the
agreed services which support and improve
the effectiveness of its primary activities”
(MSZ EN 15221-1:2007)

3. Roles and Responsibilities in Facilities Management

4. Facilities Management Model
(MSZ EN 15221-1:2007)

5. Who is an ideal Facilities Manager?
"An ideal facility manager must have Aristotle's logic and Solomon's
wisdom, a priest's discretion and a gambler's poker face, a lawyer's
shrewdness and a marketing director's charm, a gladiator's guts, a
marathon runner's perseverance and a sprinter's speed, a leatherneck's
toughness and a dancer's agility, lots of good luck and 30 hours per day.„
(Source unknown)
„These days the challenge of leadership within the FM industry is a
perplexing one. An FM needs to be strong, but not rude; be kind, but not
weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but
not timid; be proud, but not arrogant; have humour, but without
foolishness.„
(L.Guiney, 2014, The Evaluation of the Facilities Manager)

7. The core competencies in Facilities Management (1.)
In 2009, a global job task analysis (GJTA) defined 11 core competencies
(source www.ifma.org):
• Communication
• Emergency Preparedness and Business Continuity
• Environmental Stewardship and Sustainability
• Finance and Business
• Human Factors
• Leadership and Strategy
• Operations and Maintenance
• Project Management
• Quality
• Real Estate and Property Management Technology

8. The core competencies in Facilities Management (2.)
According to Atkin & Brooks (2010, Total Facilities Management):
• Real estate management – building performance, environmental services
and workplace design
• Financial management – accounting, finance, purchasing and supply, and
legal aspects
• Organisational management – organisational structure, behaviour,
processes and systems
• Innovation and change management – technology, ICT and information
management
• Human resources management – motivation, leadership, employment
law, health and safety

9. „The quality of a leader is
reflected in the standards
they set for themselves.”
Ray Kroc (1902-1984);
American businessman of Czech origin
„Leadership is the art of getting
someone else to do something
you want because he wants to do
it”
Dwight D. Eisenhower (1890-1969);
34th President of the United States
„Leadership is the capacity to
translate vision into reality.”
Warren Bennis (1925-2014);
widely regarded as a pioneer of the contemporary
field of ’Leadership studies’
„A leader is one who knows the way,
goes the way, and shows the way.”
John C. Maxwell (1947-);
American author, written about 60 books primarily
focusing on leadership
Some famous quotes on LEADership and MANAGEment
„Management is doing
things right ; leadership is
doing the right things.”
Peter Drucker (1909-2005);
Austrian-born American author
„Management is about
arranging and telling.
Leadership is about nurturing
and enhancing”
Tom Peters (1942-);
American writer on business management
practices

10. Definition of LEADership and MANAGEment
• Leadership in an organization can be defined as
influencing others to achieve the organization’s goals
and deliver its vision.
• Management in many ways seeks to ensure an
organisation can deliver consistently and predictably
and produces outputs, products and services that
meet the customers needs for quality, at the costs
required, within the budget time and time again.

11. Some general differences
between a LEADer and MANAGEr
LEADER MANAGER
Does the right things Does things right
Focuses on WHAT can be accomplished Focuses on HOW things should be done
Innovation Conformity
Commitment Control
Outcome oriented Rules orinted
Energises the system Ensures stability of the system
Vision, inspiration, courage Procedure, strategy, objective
Creates change - take followers from one place to another Manages change - ensures the ability to handle it
Develops Maintains
Focuses on people and emotion Focuses on systems and structure
Inspires people Controls systems and people
Challenges the way things are Accepts the way things are
Has a long-range perspective Has a short-range view
Leads people Manages tasks

12. Other differences between
LEADership and MANAGEment
• Leadership is different from Management. They are not the same.
• Unfortunately the use of organisational titles like 'Leader' and 'Manager'
add to the confusion about Leadership itself and Management itself.
• This means than when looking to improve your 'leadership' or
'management' skills and capabilities you must recognise differences. This
differentiation allows you to focus to the specifics needed to enhance
capability and performance in each area.
• The other issue to get to grips with is the use of the terms 'leaders' or
'manager' to refer to different layers in an organisation i.e. 'the leadership
did x, y, z...' meaning those in the top positions did 'x,y,z...'. Just because a
person is at a certain level does not mean they are a 'Leader'.
www.iwise2.com

13. Facilities Leader vs. Facilities Manager (1.)
1- A) Leaders cope with change. Change is faster and more far-reaching than in the past. As leaders,
facility executives have to be able to adapt quickly to deploy the right strategies and resources as the
business changes.
1-B) Managers cope with complexity. In facility management, complex buildings, complex
relationships with strategic sourcing partners, also complex needs of in-house staff and customers
require a strong manager to ensure the facility management enterprise is stable and orderly.
2-A) Leaders set the direction. In facility management, the leader has to gather and assimilate a
wide range of data and look for patterns, relationships and linkages to create a clear path for the
future. This involves assessing the impact of corporate culture on business direction.
2-B) Managers plan and budget. For a facility manager, planning and budgeting should produce
orderly results that are measured and evaluated. Planning and budgeting is the companion to
direction-setting and serves as the reality check on whether or not the vision or direction is working.
http://www.facilitiesnet.com/facilitiesmanagement/article/Thinking-Like-a-Facilities-Leader--7359#

14. Facilities Leader vs. Facilities Manager (2.)
3-A) Leaders align people in the organization. The leader’s job is to get facility staff to move in the same
direction, either to accommodate a stated direction or because change is needed. The task requires constant
communication in terms of verbal messages, carefully selected symbols and feedback on success and
shortcomings.
3-B) Managers provide organization and staffing. A manager builds an organizational system to implement
plans that have been created. This same manager will determine the structure of the various functions, the
types of positions necessary to accomplish the work, the reporting relationships within the department.
4-A) Leaders motivate people. The facility management leader needs to ensure that staff in the organization
have the energy to overcome obstacles. As leaders, facility executives have to ensure that the environment
within the organization inspires and energizes people so their sense of purpose, esteem, creativity and input
is respected and valued. A leader knows how to involve people in decisions and develop innovative
approaches.
4-B) Managers provide control and problem solving. This is among the least glamorous aspects of
management, but it is necessary. Systems and processes need to work smoothly. For a facility management
organization, there must be standard systems and processes to guide the staff. The manager needs to ensure
these are in place to help workers complete routine jobs successfully day after day.
http://www.facilitiesnet.com/facilitiesmanagement/article/Thinking-Like-a-Facilities-Leader--7359#

15. Facilities Management Leadership Philosophy
According to Cotts, Roper and Payant (2010) The Facility Management Handbook:
„…no one person can expect to be expert in all FM
funtions. Therefore, it is important the facility
manager manage from a customer service
perspective and strengthen his job knowledge and
skills as business leader.”
*Further readings available on this subject in their above mentioned book on pp 60-76.

16. Let’s watch a video…
…about ’What do professionals coming into facilities
management need?’
…then discuss whether Leadership or Management
aspects were mentioned.
http://www.youtube.com/watch?v=iZ0JeJ1DI6o

17. Thanks for your attention!
Köszönöm a megtisztelő figyelmüket!
Helga Gonda │ gonda.helga@gmail.com
Open University of Hungarian Facility Management Society