I’m obsessed with being a road warrior. I watch my frequent flyer or traveler points, free rentals and upgrades. I watch how many miles I’ll get on a flight, how many airline dollars, how many nights stayed and how many free rentals. I estimate what I need to do to get to the next level and when.
What’s the difference between my obsession and that of facilities managers in institutional and commercial organizations seeking to improve the performance of their departments and facilities? There are close similarities between my obsession and that of true visionary leaders. Leaders should be strategic in their thinking and establish and develop plans to achieve those goals and objectives they have set, as well as timetables, available resources and potential challenges.
Unfortunately, too many facility managers focus on short-term objectives of performance improvement and miss the bigger picture until it’s too late. Here are a few suggestions to help managers achieve real improvement.
Many new facility managers want to change things and immediately establish a legacy. For that to happen, they first must get the lay of the land and clearly identify performance gaps. Making change for the sake of change is a mistake. Managers need to do their homework, observe, talk to people and put themselves in others’ shoes. The entire process is often referred to as a strengths, weaknesses, opportunities and threats (SWOT) analysis. Once managers understand where the strengths and weaknesses are, they can identify opportunities for improvement.
While many organizations excel in many areas, even the most respected and high-performing organizations in the world have an estimated 10-15 percent room for improvement regardless of their current success.
To drive real improvement, it is essential to critically examine the current level of performance and candidly identify opportunities where expectations are not being met. This process can be challenging because it requires facilities managers to reflect on their shortcomings and acknowledge the areas that need attention. Human nature often leads managers to protect themselves or their departments, making it difficult to admit flaws. Nevertheless, embracing this humility and transparency is fundamental to genuine progress and organizational growth.
Once managers have identified areas for improvement, they then need to determine the necessary actions to close these gaps. To start, they need to determine whether the gap represents a performance improvement opportunity, a process-related issue or a skills gap. It is also important to consider whether the root cause is underfunding or an ongoing deferred maintenance challenge.
To effectively close these gaps, managers need to conduct a thorough analysis to identify the underlying causes. If the issue is related to funding, develop a compelling business case to secure the necessary resources. In situations where understaffing is the primary concern, perform a utilization study to uncover obstacles that are preventing the organization from reaching world-class utilization targets.
In his book Good to Great, Jim Collins emphasizes the importance of not just having the right people on the team but ensuring they are in the appropriate roles at the right time. This concept goes beyond simply hiring talented individuals. It requires thoughtful placement and timing to maximize their contributions. Genuine enthusiasm and commitment to the position also are critical factors for success.
Consider the story of a highly skilled maintenance technician who excelled in his technical role. One day, he was promoted to supervisor, not out of passion for leadership but in pursuit of higher compensation.
Unfortunately, his lack of desire for the job and his reluctance to shift from peer to leader led to poor departmental performance. His attempt to maintain friendships with his former colleagues hindered his ability to manage effectively. Ultimately, management viewed the decision as a mistake and terminated his employment.
Although he was a valuable team member, he was placed in a role that did not match his strengths or motivations, highlighting the importance of aligning individuals with positions that suit their skills and aspirations.
A skills gap analysis is a valuable process that helps managers pinpoint the difference between the skills of the workforce and the skills required now or in the future to achieve strategic objectives. This analysis enables managers to make informed decisions about where to focus development efforts and how to align talent with organizational needs.
Managers can use several methodologies to conduct a skills gap analysis. One common approach is job task analysis, which involves evaluating specific roles against established minimum competency standards.
Another option is the development of a skills matrix that visually maps employee competencies against the skills needed. Tools such as the nine-box grid can be used to assess employees’ performance and potential, helping to identify where further development is necessary. The awareness, knowledgeable, skilled and master (AKSM) matrix offers a structured way to categorize proficiency levels, and even a SWOT analysis can be adapted to evaluate strengths and weaknesses in workforce capabilities.
Once managers complete a skills gap analysis, they will have a clearer understanding of the gaps that exist and the competency levels required to fill them. This insight provides a foundation for targeted training, recruitment or restructuring efforts, ultimately supporting the achievement of strategic goals.
Understanding the challenges to performance and developing a plan for improvement are critical steps in the process, but they are only part of the story. These steps can help managers complete the process:
Implement the plan. A true leader approaches challenges strategically by developing clear goals, objectives, plans and activities, but the real test lies in effective implementation. Success in this phase requires thoughtful execution and attention to key practices.
Communicate the plan and its impact. It is essential to communicate the details of the plan so everyone understands the overall goal, as well as the way it affects them individually. Clear communication fosters buy-in and ensures that all team members are aware of their roles in achieving the desired outcome.
Prioritize actions for maximum impact. Focus on actions that provide the greatest value or the biggest bang for the buck. Identify targets to address first, and tackle those priorities before moving on to subsequent steps.
Establish roles and responsibilities. Define roles and responsibilities using a responsible, accountable, consulted and informed (RACI) chart, which clarifies responsibilities for each activity. This structure ensures that everyone knows their specific duties and the way their contributions fit into the larger plan.
Enforce accountability. It is critical to hold individuals accountable for their assigned tasks. Accountability drives performance and keeps the implementation process on track, supporting the achievement of strategic goals.
Monitor results and adapt. Once all of these activities have been established and implemented, it becomes crucial to assess progress by identifying and tracking the right key performance indicators (KPI), metrics or measures. This step in the process ensures that the goals and objectives are truly delivering the expected outcomes. Rather than measuring simply for the sake of collecting data, managers should focus on selecting KPIs that genuinely reflect success and progress toward strategic objectives.
It is important that managers approach the improvement process with honesty, flexibility and a willingness to adapt. Not every initiative will be perfect on the first attempt. Recognizing and valuing incremental improvements, such as small wins and steady progress, can be just as valuable as major breakthroughs. Consistently achieving these smaller milestones helps drive long-term success and supports the achievement of established goals.
Now if you’ll excuse me, I have a plane to catch, a car to rent and a hotel room to reserve.
Andrew Gager is CEO of AMG International Consulting. He is a professional consultant and facilitator with more than 20 years of experience partnering with organizations in achieving strategic objectives and goals.
