Facility managers have been schooled over the years to be the first person in the class to raise their hand and offer to take on a challenge. They have been taught to find practical solutions to internal customers’ problems and never say “no it can’t be done” when they are asked for assistance. The word “no” has not been programmed into a facility manager’s lexicon, but it is time to rethink its use and learn when it is appropriate and how to use it effectively.
Many managers indicate a high level of tension makes them feel they are being more productive and have come to rely on this high level of stress to push them to achieve more. They associate stress with being a “go-getter” or standing out from the crowd and believe it is necessary to be at the top of senior management’s list of managers that are excelling at their jobs. They feel like they must accept tasks and assignments handed to them by senior management and always say yes to any request. They also feel they should not stifle their own staff by stepping in and saying no to them, even though staff actions may be disruptive and non-productive to the organization overall.
Sadly, this approach isn’t achieving the long-term result facility managers are seeking and may prove more detrimental to their own career success than helping them achieve their goals. There are ways in which saying no can become an essential leadership tool for managers by letting them take charge of their own work schedule and teach staff appropriate behavior patterns that strengthen the overall organization.
Consistently saying yes to things can be misinterpreted as being “too nice” and a “pushover” for work that others will not accept. Developing a reputation for work that other managers will not do is not smart for FMs.
Always saying yes promotes the stress and anxiety one may feeling, starting with frustration and leads to resentfulness. No facility manager wants to end up feeling this way about a job that can be enjoyable and rewarding. Senior management, internal customers and staff would much rather have their FM manager say no upfront than deliver a shoddy product or project that does not end on time and within a committed budget. Over the long term, managers earn a more positive reputation if they are honest and as we have always said, under-promise and over-deliver.
There are some practical tips for facility managers to use when making a decision about saying yes or no. Vanessa Patrick, associate dean of research and Bauer professor of marketing at the University of Houston business school, has studied the issue of saying yes or no. She believes before applying techniques for saying no appropriately, it is important to answer a simple question: “Is the request worth it or not?” Answering the question forces facility managers to evaluate what is being asked since not all requests should be weighted equally. Requests that are costly with minimal benefit to others need to be carefully evaluated and no may be the best response.
An expert panel affiliated with the Business Journal Leadership Trust has several tips for developing a “no” response that is convincing, effective and will not undermine a relationship a manager has with senior management or a customer organization.
Provide a good explanation. Often saying no means not right now rather than a definitive no so it is important to state the reason behind the response. If the response is really a some-other-time one instead of never, then make it clear to the person asking for the answer.
It is always polite when declining something asked by senior management or a customer to explain why an FM is saying no. It isn’t necessary to fabricate an intricate reason for declining the request or give a lengthy explanation with a lot of details. Putting the request in the appropriate category also helps if it involves a budget issue that may be resolved in the future, a request that includes more than one customer organization and requires vetting by all of them, or a request that violates a code or legal requirement for a facility.
Apply radical candor. Sometimes saying no can help a facility manager develop a stronger relationship with a senior manager or a customer if the no engages the head and heart fully. In other words, most “no’s” are based on what is best for business and an organization overall, but sometimes the individual making the request has a personal stake in the answer and it behooves a facility manager to understand what motivates their request. It is important to maintain workplace relationships and prevent the rumor mill from altering the facts involved in denying a request.
Be a corporate team player. Facility Managers should be viewed as corporate team players. Trying to create a work-around to help the person making the request without complying shows that a facility manager is helpful, while respecting the boundaries as the person in charge of the company’s facilities. Taking the time to brainstorm alternatives demonstrates the FM manager’s critical thinking skills and establishes a precedent for being included in discussions where options need to be considered.
ACT as a leader. Another member of the Leadership Trust has identified a perfect acronym for facility managers to adopt: acknowledge, clarify, and transform (ACT). A true leader will be able to say no while ensuring the individual making the request understands why the leader must decline.
Adopting this posture allows the FM to maintain a final answer and reduces the temptation on the part of the requestor to take it to a higher level. A strong no shows confidence and security with the decision that has been made. A facility manager can be assertive without saying yes every time.
Make “no” decisions quickly. Saying no is a function of leadership and is inevitable in the life of a facility manager. Although unpleasant at times, delaying a no answer or not providing an answer at all, shows leadership weakness. Most senior managers and customers are accustomed to hearing no periodically but they do not appreciate not knowing why the decision was made or not receiving a response to a request. If a response must be delayed, it is imperative to communicate a timeframe commitment for the answer to the individual making the request.
Bank relationship “investments” before making a “withdrawal.” Facility managers should find this point to be critical in the way they conduct their business. The Business Journal Leadership Panel feels strongly that every transaction with a team is either an investment or a withdrawal. Saying “no” can often be interpreted as a withdrawal and to avoid doing this repeatedly there has to be sufficient investment in the relationship to leave a positive balance when a withdrawal has been made. Creating a negative balance with senior managers and/or customers does not lead to a successful career for facility managers.
Stormy Friday is founder and president of The Friday Group, an international facilities services consulting firm.
Adding No to a Facility Manager’s Vocabulary
